Abstract
In this article two important organizational concepts – lean production and sociotechnical systems design – are evaluated on their reflective capacity and their (moral) outcomes. At least in theory both concepts entail a promise of overcoming some of the irreflexive pitfalls of rational organization. As will be shown, both concepts do have shortcomings too. It is argued that the meaning and value of the concepts is related to the context in which the systems are implemented.
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