The DOI matches its Crossref record; 58 of the 62 references it cites were found in a registry or an index.
Lean production assessed by Karasek's job demand-job control model
Open accessAbstract
Comments on the quality of working life (QWL) under lean production have varied from devastating criticism on the one hand, to eulogistic praise on the other. These contrasting positions can be related to researchers’ opposing societal stances and resulting interpretations, which are reinforced by the methodologies used and the absence of an external framework to judge QWL. Using Karasek’s job demand–job control model, the authors investigate a Dutch plant operating under a lean production (LP) regime in an attempt to resolve the controversy. The jobs in this plant can be placed in Karasek’s quadrant of low job demands and low job control, which means that antagonists of LP are right in claiming that the work is monotonous and repetitive, while the advocates’ claim that workers have sufficient job decision latitude also holds.
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“These undesirable employee effects are well documented in the broader Lean literature [32–39, 94–97] but may not show up in reports on Lean in health care either because of how Lean is implemented in health care or because studies in health care simply do not measure employee effects.”
From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [39]
In the citing paper
“Lean implementers and researchers should be aware that Lean can increase workload, threaten autonomy, and bring about anxiety.”
From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [39]
In the citing paper
“Lean implementers and researchers should be aware that Lean can increase workload, threaten autonomy, and bring about anxiety.”
From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [39]
In the citing paper
“Lean implementers and researchers should be aware that Lean can increase workload, threaten autonomy, and bring about anxiety.”
From Lean Thinking in Emergency Departments: A Critical Review (2011) · cites this paper as [39]
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Metadata
- Authors
- Schouteten, R., & Benders, J.
- Affiliations
- Radboud University Nijmegen (NL)
- Venue
- Economic and Industrial Democracy
- Publisher
- SAGE Publications
- Published
- 2004-08
- Volume
- 25
- Issue
- 3
- Pages
- 347-373
- ISSN
- 0143-831X (ISSN-L)
- 1461-7099
- OpenAlex
- W2166125286
- Cited by
- 109
- References
- 62
- Citations by year
- 2025: 1 · 2022: 1 · 2021: 37 · 2020: 4 · 2019: 4 · 2018: 4 · 2017: 10 · 2016: 3 · 2015: 6 · 2014: 7 · 2013: 3 · 2012: 11
- FWCI
- 5.41
- Type
- journal article
- Language
- en
- Open access
- green
- hdl.handle.net
- Locations
- Economic and Industrial Democracy (publishedVersion)
- Radboud Repository (Radboud University) (submittedVersion)
- RePEc: Research Papers in Economics (submittedVersion)
- Lirias (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Industrial relations › Employment, Labor, and Gender Studies
- Health Sciences › Medicine › Public Health, Environmental and Occupational Health › Workplace Health and Well-being
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Keywords
- lean manufacturing, quality of work life, Karasek, job control, job demands, job decision latitude
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