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ISO Certification and lean management: story of a double managerial amnesia
[Certification ISO et lean management: Histoire d’une double amnésie managériale]

Author

Listed:
  • Gilles Lambert

    (Humanis - Hommes et management en société / Humans and management in society - UNISTRA - Université de Strasbourg)

  • Éric Reinhard

    (Humanis - Hommes et management en société / Humans and management in society - UNISTRA - Université de Strasbourg)

Abstract

Since their implementation, ISO certification and managerial approaches to continuous improvement such as Lean have constantly given rise to interpretations that move them away from their original intent. Highly symbolic, they are therefore subject to complex organizational rhetorical games in companies. On the basis of cases jointly confronted with these two approaches, we propose to return to their founding principles in order to imagine a less conflictual management mode than that often experienced in the field.

Suggested Citation

  • Gilles Lambert & Éric Reinhard, 2018. "ISO Certification and lean management: story of a double managerial amnesia [Certification ISO et lean management: Histoire d’une double amnésie managériale]," Post-Print hal-03866918, HAL.
    • Handle: RePEc:hal:journl:hal-03866918
    DOI: 10.3166/rfg.2018.00290
    Note: View the original document on HAL open archive server: https://hal.science/hal-03866918
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    References listed on IDEAS

    as
    1. Gilles Lambert & Noufou Ouédraogo, 2010. "Normes, routines organisationnelles et apprentissage," Post-Print hal-03949916, HAL.
    2. Levinthal, Daniel & March, James G., 1981. "A model of adaptive organizational search," Journal of Economic Behavior & Organization, Elsevier, vol. 2(4), pages 307-333, December.
    3. Gilles Lambert & Noufou Ouédraogo, 2010. "Normes, routines organisationnelles et apprentissage d'entreprise," Revue française de gestion, Lavoisier, vol. 0(2), pages 65-85.
    Full references (including those not matched with items on IDEAS)

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