Purpose

Companies create company-specific production systems (XPS) by tailoring generic concepts to fit their unique situation. However, little is known about how an XPS is created. This paper aims to provide insights into the creation of an XPS.

Design/methodology/approach

A retrospective case study was conducted in a Norwegian multinational company over the period 1991–2006, using archival data and interviews.

Findings

The development of the XPS did not start with a master plan. Instead, dispersed existing initiatives were built upon, along with an external search for novel ideas. Widespread experimentation took place, only later to be combined into a coherent approach. Once established, the XPS was disseminated internally and further refined. The CEO orchestrated the experimentation by facilitating the adaptation and combination of different concepts and by allocating resources to institutionalize the XPS in the global network.

Originality/value

This paper is the first to study how an XPS is created. This study contributes with novel empirical insights, and it highlights the role of top management in facilitating experimentation and step-by-step organizational learning.

中文翻译：

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编排学习：创建公司特定的生产系统 (XPS)

目的

公司通过定制通用概念以适应其独特情况来创建公司特定的生产系统 (XPS)。然而，关于如何创建 XPS 知之甚少。本文旨在提供有关创建 XPS 的见解。

设计/方法/方法

在 1991 年至 2006 年期间，对一家挪威跨国公司进行了回顾性案例研究，使用档案数据和访谈。

发现

XPS 的开发并不是从总体规划开始的。取而代之的是，分散的现有举措以及对新想法的外部搜索。进行了广泛的实验，后来才被组合成一个连贯的方法。一旦建立，XPS 就会在内部传播并进一步完善。首席执行官通过促进不同概念的适应和组合以及分配资源以使 XPS 在全球网络中制度化来精心策划实验。

原创性/价值

本文是第一篇研究如何创建 XPS 的论文。本研究提供了新颖的实证见解，并强调了高层管理人员在促进实验和逐步组织学习方面的作用。