Transferring lean knowledge within multinational networks

Transferring lean knowledge is crucial for multinational companies; however, it is very difficult. Nevertheless, our knowledge in the area is limited. This paper investigates (a) how lean knowledge is transferred within multinational networks and (b) the type of organizational context that supports it. We use four case studies with 18 interviews in our exploratory study. Our results indicate that companies use a sophisticated knowledge transfer system with a fine web of practices that serve to transfer both explicit and tacit knowledge. The revealed organizational contexts show different patterns of division of labour (and responsibilities) between a central lean office and the particular subsidiary's lean office. Our findings highlight the importance of transfer coalition, which consists of the cooperation of lean experts and top management during the knowledge transfer process. Top managers play a key role with their weak inter-unit ties, and they provide guidance for lean efforts and allocate sufficient resources to them. Further findings show that the evolution of lean transitions is not linear, and each of our case companies has witnessed turnaround during their journey.