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The Strategic Value of HRD in Lean Strategy Implementation
Author(s) -
Alagaraja Meera,
Egan Toby
Publication year - 2013
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.21155
Subject(s) - extant taxon , thematic analysis , knowledge management , framing (construction) , value (mathematics) , strategic management , business , strategy implementation , relevance (law) , process management , psychology , management , qualitative research , marketing , sociology , political science , computer science , engineering , social science , structural engineering , evolutionary biology , machine learning , law , economics , biology
Central to the relevance of HRD is the inclusion of HRD professionals and functions in organizational strategy. Understanding how HRD units and professionals contribute to or hinder organizational strategy is important for the field. We describe an organizational case in which a systemic strategic initiative involving “Lean strategy” is deployed and the specific contributions by HRD. We also highlight and provide themes from both extant general strategy and Lean strategy literature and key findings from thematic analysis from multilevel organizational interview data. An empirically derived model framing the strategic value of HRD in Lean strategy implementation is provided. These findings highlight HRD contributions for organizations involved in strategy implementation.