Information management in lean office deployment contexts

Abstract

Purpose

Lean office covers the improvement of administrative processes and information flows. In offices, one of the essential challenges is to coordinate the development of information management capabilities. Thus, this paper aims to identify the key factors of information management in lean office deployment contexts.

Design/methodology/approach

By adopting a qualitative approach, it consists of theoretical research that applies grounded theory's coding technique and exploits 27 scientific studies on lean office published in the past 20 years.

Findings

It identifies five key factors for managing information into an organizational structure that optimizes information flow, such as “information-seeking,” “access to information,” “information quality,” “information processing” and “use of information and communication technology”.

Research limitations/implications

Data analysis was restricted in scientific research regarding lean office deployment. Therefore, the accuracy of the concepts and categories of information management proposed in this paper can be adjusted and validated in future research, thus deepening the discussion of its findings.

Practical implications

It highlights issues for managing information in contemporary organizations such as failures in information retrieval, restrictions on access to information, lack of quality information, inadequate information processing criteria and inefficiency of information systems infrastructure.

Originality/value

It analyzes the lean office deployment from the theoretical framework of information management. Thus, it differs from other studies in this field because it is not limited to the operational aspects of lean management. Nevertheless, it shows that lean office reconfigures information flows and continually improves organizations’ strategic management.

Citation

Freitas, R.d.C. and Freitas, M.d.C.D. (2020), "Information management in lean office deployment contexts", International Journal of Lean Six Sigma, Vol. 11 No. 6, pp. 1161-1192. https://doi.org/10.1108/IJLSS-10-2019-0105