Implementing and sustaining lean processes: the dilemma of societal culture effects

Pakdil, Fatma; Leonard, Karen Moustafa

doi:10.1080/00207543.2016.1200761

Cited by 61 publications

(79 citation statements)

References 106 publications

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“…While masculinity may determine how others evaluate role behavior, previous studies suggest that masculinity is less germane to influencing the strength of role behavior’s antecedents (Chiang 2005; Hohenberg and Homburg 2016; Segalla et al 2006). Masculine values associate with competitiveness, effectiveness, and efficiency, whereas femininity associates more with creativity, involvement, and long-term perspectives (Pakdil and Leonard 2017). Indeed, in masculine cultures, business exchanges are regarded not as enduring win-win situations but rather as short-term transactional events (Samaha, Beck, and Palmatier 2014).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

A Meta-Analysis of Frontline Employees’ Role Behavior and the Moderating Effects of National Culture

Schepers

Borgh

2020

Journal of Service Research

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Many empirical studies have focused on understanding the frontline role process, which reflects the chain of effects including the antecedents and outcomes of frontline employees’ in-role behavior and extra-role behavior. A close examination of past findings reveals discrepancies across cultures. This meta-analysis provides insights into the moderating effects of national culture on the frontline role process. We build on role theory to consolidate role behavior’s antecedents to reflect the expectations emanating from four stakeholders of the frontline role: the organization, manager, peers, and customers. We formulate hypotheses on the moderating effects of national culture dimensions (i.e., power distance, individualism, masculinity, and uncertainty avoidance) and meta-analyze 105 articles, including 100 independent samples with 32,364 participants from 35 different countries, to test our predictions. The results show that customer expectations are the strongest antecedent to both in-role and extra-role behavior and furthermore confirm that the frontline role process differs across cultures. We offer managers advice on how to adapt expectations for sales and service employees across countries to enhance frontline performance evaluations, customer satisfaction, and ultimately the firm’s competitiveness. We also link our results to new frontline trends (e.g., service robots, artificial intelligence, remote service technology) and provide a future research agenda.

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Section: Conceptual Frameworkmentioning

confidence: 99%

A Meta-Analysis of Frontline Employees’ Role Behavior and the Moderating Effects of National Culture

Schepers

Borgh

2020

Journal of Service Research

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“…The former supports the organization to survive while the latter helps the organization to evolve and adapt to a new environment (Hofstede et.al., [13]). Hofstede's [12] cultural model, which further developed by Hofstede et.al. [13], has been widely cited in management research because it is concise and comprehensible [12].…”

Section: F Organizational Culturementioning

confidence: 99%

Supplier Development Program Through Knowledge Sharing Effectiveness: A Mentorship Approach

Wiratmadja

Tahir

2021

IEEE Access

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The market in which firms compete magnifies the need for buying firms to effectively manage and develop their supply chain. One of the important notions in the management and development of the supply chain is the implementation of supplier development program. Previous extensive literature review has identified various types of activity in the supplier development program, which categorized as low involvement activity to high involvement activity. Further, extensive literatures on supplier development program implementation and its implication on supplier's capability are also available. However, there is still limited empirical research for investigating the determinants of knowledge sharing effectiveness in supplier development programs. Aimed at bridging that gap, this study attempts to investigating the role of supplier's organizational culture, information and communication technology (ICT), and perceived behavioral control as the determinants of knowledge sharing effectiveness by mentorship in the supplier development program (SD). A survey questionnaire was employed to collect data from 200 suppliers after conducting mentorship training at the suppliers' site. The data were analyzed using bootstrap resampling method (with 5,000 resamples). The bootstrap samples are used to estimate the Partial Least Square (PLS) path model. The results of path analysis indicated that all variables are significantly associated with knowledge sharing effectiveness with mentoring mechanism (p-values<0.05) except collaborative culture to knowledge sharing effectiveness which was insignificant. It was also observed that ICT and perceived behavioral control affected the effectiveness of knowledge sharing by mentorship in the SD program. INDEX TERMS Supplier development, knowledge sharing, mentorship.

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“…True Lean organisations persistently endeavour to secure the "True North" or a perfect position of excellence (Marksbury, 2012). Literature identifies stages which organisations undergo in their respective Lean journeys (Pakdil et al, 2017;Saurin et al, 2011, Schonberger 2008, Smalley, 2009, Taylor et al, 2013Wheatley, 2005).…”

Section: 4mentioning

confidence: 99%

“…Some argue that the journey cannot be time constrained as it depends on numerous inter-related and dependent factors (Schonberger, 2008;Saurin et al, 2011;Sadri et al, 2001;Pakdil et al, 2017;Stone, 2012). Atkinson 2010…”

Section: 4mentioning

confidence: 99%

Sustaining the lean ideology

Bhasin

Found

2020

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PurposeThe purpose of this paper is to explore the interface between Lean strategy and organisational transformation by scrutinising the literature on why Lean strategies fail to be implemented and/or sustained.Design/methodology/approachAs a conceptual and research paper, it develops a hypothesis. It encompasses philosophical discussions and comparative studies of others’ work and Lean thinking alongside its links to the principles, ideology, philosophy and underpinning values. The search involved a total of 1,931 articles spanning across 75 different journals. The content analysis approach suggested by Mayring (2004) was selected.FindingsSuccessfully implementing Lean is more complex than often recognized within the literature, and the alignment between strategy and organisational transformation is repeatedly not undertaken. The investigation indicates policymakers need to view Lean as an ideology and not simply another process.Research limitations/implicationsThis paper addresses the inaccurate representation in the concept of Lean as a strategy. While a major evolution has occurred comprising the inputs perceived as imperative for Lean success, a translucent empathy of its philosophy alongside an acknowledgement of the magnitude of the change and transformation necessary has been comparatively perplexing. This paper has implications for academic scholars of strategy and organisational change, as well as for practitioners seeking to implement organisational change.Originality/valueEmpirical evidence suggests that most Lean strategies struggle. Customers are becoming more demanding, markets are becoming more customised, and product life-cycles getting shorter are dictating that Lean needs to be embraced as an ideology.

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Implementing and sustaining lean processes: the dilemma of societal culture effects

Cited by 61 publications

References 106 publications

A Meta-Analysis of Frontline Employees’ Role Behavior and the Moderating Effects of National Culture

A Meta-Analysis of Frontline Employees’ Role Behavior and the Moderating Effects of National Culture

Supplier Development Program Through Knowledge Sharing Effectiveness: A Mentorship Approach

Sustaining the lean ideology

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