| Barriers to lean implementation: perceptions of top managers, middle managers and workers E Lodgaard, JA Ingvaldsen, I Gamme, S Aschehoug Procedia CIRP 57, 595-600, 2016 | 125 | 2016 |
| Bypassing the dinosaurs?–How middle managers become the missing link in lean implementation MDQ Holmemo, JA Ingvaldsen Total Quality Management & Business Excellence 27 (11-12), 1332-1345, 2016 | 117 | 2016 |
| Autonomous work groups and the challenge of inter-group coordination JA Ingvaldsen, M Rolfsen Human Relations 65 (7), 861-881, 2012 | 92 | 2012 |
| Lean thinking: outside-in, bottom-up? The paradox of contemporary soft lean and consultant-driven lean implementation MDQ Holmemo, M Rolfsen, JA Ingvaldsen Total Quality Management & Business Excellence 29 (1-2), 148-160, 2018 | 59 | 2018 |
| Organizational learning: Bringing the forces of production back in JA Ingvaldsen Organization Studies 36 (4), 423-444, 2015 | 48 | 2015 |
| The persistence of management ideas J Benders, M Van Grinsven, J Ingvaldsen The Oxford handbook of management ideas 270, 285, 2019 | 41 | 2019 |
| Lean organisering i norsk arbeidsliv: slutten på medvirkning? JA Ingvaldsen, M Rolfsen, HD Finsrud Fagbokforlaget, 2012 | 40 | 2012 |
| Lost in translation? The role of supervisors in lean production JA Ingvaldsen, J Benders German Journal of Human Resource Management 30 (1), 35-52, 2016 | 36 | 2016 |
| Unlocking work standards through systematic work observation: Implications for team supervision JA Ingvaldsen, H Holtskog, G Ringen Team Performance Management: An International Journal 19 (5/6), 279-291, 2013 | 32 | 2013 |
| Local adaption and central confusion: Decentralized strategies for public service Lean implementation MDQ Holmemo, JA Ingvaldsen Public Money & Management 38 (1), 13-20, 2018 | 27 | 2018 |
| Making it stick on borrowed time: the role of internal consultants in public sector lean transformations MDQ Holmemo, DJ Powell, JA Ingvaldsen The TQM Journal 30 (3), 217-231, 2018 | 19 | 2018 |
| Emergent HPWS: why HRM may not be needed to build a high-performance work system J A. Ingvaldsen, T S. Johansen, M M. Aarlott Team Performance Management 20 (7/8), 294-306, 2014 | 16 | 2014 |
| Digitalisation and the performance measurement and management system: reinforcing empowerment EBH Korsen, JA Ingvaldsen International journal of productivity and performance management 71 (4 …, 2022 | 15 | 2022 |
| Democratic lean?: work systems in Norwegian industry JA Ingvaldsen Norges teknisk-naturvitenskapelige universitet, Fakultet for …, 2013 | 15* | 2013 |
| Organizational learning and bureaucracy: an alternative view JA Ingvaldsen, V Engesbak The Learning Organization 27 (5), 403-415, 2020 | 13 | 2020 |
| Not so different altogether: Putting Lean and sociotechnical design into practice in a process industry T Hekneby, J Benders, JA Ingvaldsen Journal of Industrial Engineering and Management (JIEM) 14 (2), 219-230, 2021 | 12 | 2021 |
| Beyond the lean manager: Insights on how to develop corporate lean leadership MDQ Holmemo, JA Ingvaldsen, D Powell Total Quality Management & Business Excellence 34 (1-2), 19-31, 2023 | 11 | 2023 |
| Lean på global vandring J Ingvaldsen, G Ringen, M Rolfsen Lean blir norsk: Lean i den norske samarbeidsmodellen, 33-47, 2014 | 11 | 2014 |
| Managing adoption by cultural development: Exploring the plant level effect of a ‘Company Specific Production System’(XPS) in a Norwegian multinational company T Hekneby, JA Ingvaldsen, J Benders Journal of Industrial Engineering and Management 13 (2), 402-416, 2020 | 10 | 2020 |
| Orchestrated learning: creating a company-specific production system (XPS) T Hekneby, JA Ingvaldsen, J Benders International Journal of Lean Six Sigma 13 (2), 361-381, 2022 | 9 | 2022 |
JOS BENDERSNorwegian University of Science and Technology (NTNU) & KU Leuven (CESO)Zweryfikowany adres z ntnu.no
