Luigi Campagna’s scientific contributions

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Publications (6)


Innovating the management of corporate crises with new forms of participation of trade union representatives and workers
  • Article

June 2022

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10 Reads

STUDI ORGANIZZATIVI

Luigi Campagna

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In Italy corporate restructuring crises are traditionally managed by companies through communication to the workers' representatives about the negative impacts on production structures and on workplaces. Therefore, the trade union representatives adopt defensive methods focused on minimizing the impacts on employment. The role of representatives is subordinate to that of managers who have the goal of making decisions and minimizing the interference of trade unions. Workers also play a secondary role in supporting the union in the negotiation process. In the two corporate cases studied, instead, the possibility emerges for trade union representatives to play a proactive role and to collaborate with management in an agreed solution to the crisis that is more favourable to workers. To arrive at these positive solutions, the fundamental role is played by organizational and technological innovation that significantly improves company performance, as supported by the direct participation of workers. In these cases, coordination between the factors at stake is ensured by the ability of the actors to manage a risky and complex innovative process in a shared way.




Employees’ Participation and Involvement in Lean Management: The Experience of a Training Program of Assembly Lines Workers

May 2020

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20 Reads

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2 Citations

This paper tackles the problem of how to train employees to foster involvement and participation to support the implementation of Toyota Production System (TPS). To this aim, it presents the case of a training program aimed at involving workers in a TPS project, increasing their knowledge of the lean management model, and starting a discussion with them, to fine-tune the new organization, especially on the themes of versatility, knowledge exchange, cooperation and teamwork. The training program involved 450 workers of a manufacturing company, it lasted three days per participant, where activities in the classroom and in the shop floor were combined. Different didactic methods were used: theoretical lessons, group discussion and teamwork, didactic games and practical experience in the production line. Results show that the approach was successful and allowed the company to fully reap the benefits of TPS.


Le strade dell'innovazione e le sfide per il sindacato Una ricerca sul campo LABORATORIO CISL IMPRESA 4.0
  • Book
  • Full-text available

September 2019

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106 Reads

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1 Citation

Cosma Colonna

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Luigi Campagna

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[...]

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Figura 1 Le tecnologie dello Smart Manufacturing 
Figura 3 Mappa delle tecnologie 4.0 nei 22 casi 
Figura 4 Stadio applicativo e focalizzazione delle tecnologie 4.0 nei 22 casi 
Figura 5 Stadio delle applicazioni I4.0, innovazione organizzativa e forme di lavoro 
Le tecnologie e il lavoro che cambia - Laboratorio CISL Industria 4.0

Vengono analizzati e discussi i risultati del lavoro del Laboratorio CISL basati sull'analisi di una ventina di casi industriali relativi all'introduzione di tecnologie abilitanti I4.0

Citations (1)


... Existing literature reviews have contributed significantly to the understanding of the barriers and enablers of lean methodology in SMEs (Hasle et al., 2012;Hu et al., 2015;Khazanchi et al., 2007;Magnani et al., 2019;Sony and Mekoth, 2019) but have failed to consider comprehensively the lowest hierarchical level, which was previously found crucial (Vidal, 2007). Hence, authors in the field of lean have emphasized the need for a better understanding of FLEs' behavioral aspects, alongside the various contextual determinants (Schmidt, 2011;Zhang et al., 2012), especially in the SME context (Campagna et al., 2020;Hu et al., 2015;Losonci et al., 2017;Pearce et al., 2018) in which companies are significantly lagging in lean implementation, besides the great potential (Pech and Van e cek, 2018). However, the existing literature offers anecdotal evidence from studies focusing on employees in SMEs and their role in lean implementation (Hines et al., 2011;Losonci et al., IJLSS 2017Shokri et al., 2016), with the main focus on the identification of critical success factors, readiness to embark on lean applications of human resource practices and measuring employees' performance. ...

Reference:

Importance of first-line employees in lean implementation in SMEs: a systematic literature review
Employees’ Participation and Involvement in Lean Management: The Experience of a Training Program of Assembly Lines Workers
  • Citing Chapter
  • May 2020