Aligning the Meaning of Lean: Boundary Spanning in the Translation of Management Concepts
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چکیده
By maintaining a focus on managers in driving the implementation of management concepts, with meaning-making ‘trickling down’ the organization, translation perspectives have provided little detail about translation across intra-organizational boundaries. This study focuses on the boundary-spanning practices of intermediate agents championing the implementation of Lean in a hospital setting. Based on various sources of qualitative data, including interviews with forty boundary spanners, we develop a theoretical model of boundary spanning in translation. We identify a set of micro-practices intermediate agents draw upon in aligning the meaning of Lean across professional and managerial boundaries. We show how, in relation to modes of bridging, buffering and blending, micro-practices vary as a function of contextual conditions and strategic orientations. Our study shows how buffering is a significant, yet under-theorized part of translation. It offers a more nuanced view of boundary-spanning agents in translation, and clarifies the use of ‘editing rules’ shaping translation practices.
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