Towards an Understanding of HRDLean Strategy Linkages: A Multicase Study of Four U.S. Based Firms

Abstract

The link between HRD and Lean strategy is not well explored in the existing literature and lacks empirical depth regarding how the two conceptual domains are connected. Specifically, we focus on the role of HRD in organizations undergoing Lean strategy implementation. We adopt a qualitative multicase study approach and identify ways in which organizations develop HRD and Lean strategy linkages (HRDLean). Building on previous research, we investigate four firms, all involved in the implementation of Lean strategy, and present a three‐phase emergent model that reflects our study findings regarding the distinct HRDLean linkages developed in these organizations. The model representing the case study data identifies sense making, alignment, and value‐enabling mechanisms as three distinctive outcomes that enhance the value of HRD in Lean strategy implementation. The strength of the HRDLean linkages demonstrate the value of integrating HRD with Operations for sustaining unit‐level performance and positively influence the perceptions of HRD contributions to organizational strategy in general. The implications for enhancing the role of HRD in organizations implementing strategy are explored.