Assessing internal organizational pathways to reduce knowledge waste: a Lean thinking perspective

Abstract

PurposeThe purpose of this article was to evaluate the causal influence of Lean management practices on knowledge waste within the context of higher education institutions (HEIs). The peculiarities of knowledge impress upon organizations the need to think about reducing knowledge waste as a crucial practice. The Lean philosophy and practices therefore stand out as an appropriate management perspective, particularly given Lean's focus on waste elimination. However, little is known about the influence of Lean practices on reducing knowledge waste.Design/methodology/approachA quantitative research instrument was distributed to professors and technical and administrative staff across three types of HEI in the State of Rio Grande do Sul, Brazil. The validated and pretested survey was circulated to the target population via an online method to explore eight constructs and 38 items concerning Lean and knowledge and waste.FindingsThe results of the survey indicated that all hypotheses were supported. The sum total of 837 responses showed that the Lean relationships (internal organizational paths) were more obvious where leadership support proved to have a positive effect on continuous improvement, training, and customer involvement. Moreover, the significant and negative effects of the Lean practices studied on knowledge waste was also supported, including for example, the interaction between HEIs and its client base.Originality/valueHEIs are knowledge generators. Therefore, the necessity of avoiding and reducing knowledge waste is even greater. This study also differentiates itself from the “traditional” knowledge loss studies by investigating knowledge while the employees are still part of an organization and not after they have left taking the knowledge away with them.