Abstract
Rolling out lean production systems in MNCs is a complex knowledge transfer process whose design and implementation, though critical to operations performance, is underinvestigated. Applying conceptual tools drawn from various approaches to knowledge management and transfer, this exploratory study: a. classifies and interprets lean roll-out processes in MNCs, describing the roll-out process in terms of 1. knowledge replication strategies (template vs principles-based), 2. plant autonomy and 3. typology of ambidexterity; b. develops, through the cross-case analysis of seven plants, three testable propositions about how to conduct successful lean roll-outs, arguing about the effect of the three above mentioned dimensions on the success of the roll-out itself. We posit that an approach based on principles-based knowledge replication, larger plant autonomy, and prevalence of contextual ambidexterity drives better roll-out process performance.