Trials of strength, paradoxes and competing networks in kaizen institutionalization

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dc.contributor.authorCarneiro, Welington Norberto
dc.contributor.authorOyadomari, Jose Carlos Tiomatsu
dc.contributor.authorAfonso, Paulo
dc.contributor.authorDultra-de-Lima, Ronaldo Gomes
dc.contributor.authorMendonça Neto, Octavio Ribeiro de
dc.creatorCarneiro, Welington Norberto
dc.creatorOyadomari, Jose Carlos Tiomatsu
dc.creatorAfonso, Paulo
dc.creatorDultra-de-Lima, Ronaldo Gomes
dc.creatorMendonça Neto, Octavio Ribeiro de
dc.date.accessioned2025-02-01T14:26:56Z
dc.date.available2025-02-01T14:26:56Z
dc.date.issued2024
dc.description.abstractPurpose – This paper seeks to understand kaizen in practice as it travels through time and space in the organisational setting. Design/methodology/approach – A qualitative case study was carried out at a multinational company using mainly interviews for the data collection that were analysed from an actor-network theory (ANT)perspective. Findings –This paper finds that the company deals with a series of paradoxes while managing the kaizen process. Efficiency and quality paradoxes are the basis for starting kaizen projects. Furthermore,intrinsic, and extrinsic motivation, emerge in these processes, and paradoxes relate to how spontaneous ideas emerge in a deliberated context of cost-saving objectives. The supply chain finance team coordinates kaizen projects with the collaboration of plant managers, promoting the paradox of autonomy and control. In addition, as kaizen mobilises and enrols the actors, some trials of strength emerge, showing actors who oppose the kaizen network and create competing networks that mutually exist in the firm. Practical implications – This study presents valuable insights for professionals to successfully implement kaizen methodologies that take advantage of developing a network for problem-solving in organizations. Originality/value – This study highlights the supply chain finance team’s role in enrolling the actors within a network built by practitioners engaged in kaizen projects. Usually, engineers, quality, or manufacturing teams lead kaizen projects, and only occasionally, accounting and financial teams participate, including multidisciplinary teams.en
dc.formatDigital
dc.format.extentp. 1038 -1 061
dc.identifier.doi10.1108/BIJ-06-2022-0385
dc.identifier.issn1463-5771
dc.identifier.urihttps://repositorio.insper.edu.br/handle/11224/7344
dc.language.isoInglês
dc.publisherEmerald Publishing Limited
dc.relation.ispartofBenchmarking: An International Journal
dc.subjectActor-network theoryen
dc.subjectTrials of strengthen
dc.subjectParadoxesen
dc.subjectCompeting networksen
dc.subjectKaizenen
dc.subjectManagement controlen
dc.titleTrials of strength, paradoxes and competing networks in kaizen institutionalization
dc.typejournal article
dspace.entity.typePublication
local.identifier.sourceUrihttps://www.emerald.com/insight/content/doi/10.1108/bij-06-2022-0385/full/html
local.publisher.countryNão Informado
local.subject.cnpqCIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
local.subject.cnpqENGENHARIAS::ENGENHARIA DE PRODUCAO
local.subject.cnpqCIENCIAS SOCIAIS APLICADAS
local.subject.cnpqCIENCIAS SOCIAIS APLICADAS::ECONOMIA
local.typeArtigo Científico
publicationissue.issueNumber3
publicationvolume.volumeNumber31
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