Torbjørn Hekneby

• Hekneby, Torbjørn & Olsen, Trude Høgvold (2024). The role of leadership in organizational learning in multinational companies. Learning Organization. ISSN 0969-6474. doi: 10.1108/TLO-09-2022-0101. Full text in Research Archive
• Hekneby, Torbjørn & Powell, Daryl John (2023). The financial implications of XPS: an organizational learning perspective. International Journal of Lean Six Sigma. ISSN 2040-4166. 14(6), p. 1248–1263. doi: 10.1108/IJLSS-05-2022-0099. Show summary

  Purpose This study aims to investigate the impact of a company-specific lean program (a so-called company-specific production system [XPS]) on the company’s financial performance. This study analyzes data from the implementation of XPS in multiple plants of a multinational corporation and examines the results through an organizational learning lens. Design/methodology/approach This study adopts a longitudinal single-case design to investigate a Norwegian multinational company in the process industry, producing silicon for the global market. The company has developed, implemented and institutionalized its own XPS since 1991. The program has directly contributed to extensive cost reduction and significantly strengthened the organization’s competitive position. Findings The findings of this study show a link between organizational learning and the improvement of financial results in the organization. This study presents a sand cone model that illustrates how the development and deployment of an XPS through individual- and orchestrated learning subsequently created a common platform for institutionalized learning within and across the multinational organization. This organizational learning capability managed to tie the company’s continuous improvement efforts directly to the improvement of cost levels throughout the value chain. Practical implications The practical implications of this work are significant, as this study uncovers the importance for managers to consider both individual-, orchestrated- and institutionalized learning (within and across a multinational network) when designing and implementing XPS to drive the improvement of an organization’s financial performance. Originality/value Documenting the financial impact of such programs is a common challenge. Therefore, the insights presented in this research are of value to both researchers and practitioners, in particular, managers and executives in large multinational organizations.

• Hekneby, Torbjørn & Powell, Daryl (2022). The Learning Way to EBITDA Improvement. IFIP Advances in Information and Communication Technology. ISSN 1868-4238. doi: 10.1007/978-3-030-92934-3_3.
• Hekneby, Torbjørn; Ingvaldsen, Jonas A; Benders, Jos; Jenssen, Jan Inge & Lehland, Katja (2022). Orkestrert læring og global kulturbygging: Hvordan Elkem ASA skaper prosessforbedring i sin globale organisasjon. Magma forskning og viten. ISSN 1500-0788. 25(1), p. 121–129.
• Hekneby, Torbjørn & Powell, Daryl John (2021). The Learning Way to EBITDA Improvement. In Powell, Daryl; Alfnes, Erlend; Holmemo, Marte Daae-Qvale & Reke, Eivind (Ed.), Learning in the Digital Era: 7th European Lean Educator Conference, ELEC 2021, Trondheim, Norway, October 25–27, 2021, Proceedings. Springer. ISSN 978-3-030-92933-6. p. 21–31. doi: 10.1007/978-3-030-92934-3_3.
• Hekneby, Torbjørn; Ingvaldsen, Jonas A & Benders, Jos (2021). Orchestrated learning: creating a company-specific production system (XPS). International Journal of Lean Six Sigma. ISSN 2040-4166. 13(2), p. 361–381. doi: 10.1108/IJLSS-09-2020-0139. Full text in Research Archive Show summary

  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.

• Hekneby, Torbjørn; Benders, Jos & Ingvaldsen, Jonas A (2021). Not so different altogether: Putting lean and sociotechnical design into practice in a process industry. Journal of Industrial Engineering and Management. ISSN 2013-8423. 14(2), p. 219–230. doi: 10.3926/JIEM.3263. Full text in Research Archive
• Hekneby, Torbjørn; Ingvaldsen, Jonas A & Benders, Jos (2020). Managing Adoption by Cultural Development: Exploring the Plant-Level Effect of a Company-Specific Production System in a Norwegian Multinational Company. Journal of Industrial Engineering and Management. ISSN 2013-8423. 13(2), p. 402–416. doi: 10.3926/jiem.3119. Full text in Research Archive

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• Hekneby, Torbjørn (2021). The learning way to production performance : An evolutionary perspective on company-specific production systems (XPS). University of Agder. ISSN 978-82-8427-037-1. Full text in Research Archive

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