Teamworking and Lean revisited: a reply to Carter et al.
journal contributionposted on 2016-03-17, 09:43 authored by Stephen Procter, Zoe Radnor
This paper is a reply to Carter et al.’s response to an earlier paper of ours in this journal on the subject of teamworking under Lean in the UK public services . Our reply covers the following issues which Carter et al. have raised: the literature we used to structure our findings; the way in which we used concepts such as autonomy and teamworking; our research methods and approach; how Carter et al.’s newly available data on teamworking might be interpreted; and how data drawn from an official employee attitude survey might best be understood. On the basis of this, we conclude that Carter et al.’s paper fails to meet its objectives. On some things, the authors are simply wrong; on others, they grossly misrepresent our position; on still others, their interpretations are, at best, highly questionable.
- Business and Economics
Published inInternational Journal of Human Resource Management
Pages1 - 13
CitationPROCTER, S. and RADNOR, Z.J., 2016. Teamworking and Lean revisited: a reply to Carter et al. International Journal of Human Resource Management, DOI: 10.1080/09585192.2015.1111252.
Publisher© Taylor and Francis
- AM (Accepted Manuscript)
Publisher statementThis work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/
NotesThis is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 01/02/2016, available online: http://dx.doi.org/10.1080/09585192.2015.1111252.