The Insignificant Role of National Culture in Global Lean Programmes

Netland, Torbjørn H.; Mediavilla, Miguel; Errasti, Ander

doi:10.1007/978-3-642-40361-3_58

Cited by 6 publications

(13 citation statements)

References 17 publications

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“…This effect can be attributed to the nature of the training’s teaching methods used, for example, on-site exercises with active learning activities that provide greater interaction with study objects, as observed in Goldberg and Rank (2013), Mamat et al (2015); and Ahmad et al (2018). In addition, according to Netland et al (2012), Witt et al (2018); and Abdi et al (2018), organisations that actively implement LM by fostering knowledge management practices are more likely to have their work habits changed as LM practices are integrated into the work routine, contributing to the establishment of a learning environment across the company.…”

Section: Resultsmentioning

confidence: 99%

Soft and hard skills development in lean management trainings

Lista

Tortorella

Bouzon

et al. 2022

IJLSS

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Purpose This study aims to investigate the impact of traditional teaching and active learning methods in lean management (LM) on the development of both soft and hard skills. Design/methodology/approach Through a longitudinal study, team members from two different organisations (the administrative sector of a public higher education institution and a public teaching hospital), each adopting different teaching methods to support their LM trainings, were systematically examined at four moments during an 18-month period. How teaching methods impacted team members’ development and knowledge was then assessed using multivariate data analysis techniques. Findings Results indicated that LM trainings can provide significant impacts when a combination of traditional teaching methods and active learning is adopted. Traditional teaching methods can be a good choice for learning hard skills depending on resources’ availability. However, it is recommended to include active learning methods to assist in the comprehension of more complex and abstract LM concepts (soft skills). Originality/value Although there exists a large number of publications on the relationship between LM implementation and teaching methods, the number of studies that consider the development of both hard and soft skills is rather limited. This study complements the existing literature on LM by identifying which teaching methods can support the development of hard skills and which the development of soft skills. Such identification facilitates the work of both scholars wishing either to begin or to dig deeper into this sphere and practitioners pursuing the best outcomes from LM.

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Section: Resultsmentioning

confidence: 99%

Soft and hard skills development in lean management trainings

Lista

Tortorella

Bouzon

et al. 2022

IJLSS

View full text Add to dashboard Cite

show abstract

“…The majority of previous studies have found a positive relationship between LM practices and operational performance (e.g. Netland et al, 2012;Kull et al, 2014;Wiengarten et al, 2015;Onofrei et al, 2019;Iyer et al, 2019) (Shah and Ward, 2003), employee development (Challis et al, 2005), and organisational culture (Bortolotti et al, 2015;Wiengarten et al, 2015;Losonci et al, 2017).…”

Section: Lean Manufacturing and Its Impact On Operational Performancementioning

confidence: 99%

“…Finally, few studies examined the role of national culture in realising operational performance from practising LM (Netland et al, 2012;Kull et al, 2014).…”

Section: Lean Manufacturing and Its Impact On Operational Performancementioning

confidence: 99%

“…operational performance) (e.g. Netland et al, 2012;Kull et al, 2014;Wiengarten et al, 2015), this study employs multi-group invariance analyses that do not face the strict assumption of linearity relationships (Hair et al, 2019). In other words, it aims to investigate how the impact of LM practices on operational performance differs across groups with different national cultural dimensions.…”

Section: Introductionmentioning

confidence: 99%

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A multi-group analysis of the impact of lean manufacturing practices on operational performance: Does the national culture matter?

Hoang¹

2022

Preprint

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Purpose- Although there are abundant studies addressing the technical aspects of lean manufacturing, few have been done to examine the influence of national culture on its effectiveness. Moreover, the “true” relationship between national culture and operational performance from practising lean manufacturing is probably non-linear, thus leading to an inconsistent role of national culture in previous research. By employing multi-group invariance analyses that do not face the strict assumption of linearity relationships, this study aims to investigate how the impact of lean manufacturing practices on operational performance differs across groups with different national cultural dimensions.Design/methodology/approach- Seven models associated with five cultural dimensions and two control variables (i.e. type of ownership, size of enterprise) are developed and tested based on 271 global manufacturing plants located in Vietnam. Findings- The results indicated that lean manufacturing is more effective in plants with a small size that value a low power distance, low uncertainty avoidance, and feminine culture. These results partially support the practice-culture congruence perspective. Originality/value- This study provides an alternative analytical approach to study the role of natural culture and shows what specific cultural dimensions are congruent with lean manufacturing practices. These empirical results contribute to a deeper understanding of the reasons why certain companies find lean manufacturing practices difficult and/or fail to achieve their target performance.

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“…However, national culture is less and less considered to be the issue in lean. Although it took decades to demonstrate, lean has now been convincingly shown not to be exclusively “Japanese” as evidenced by the positive experience of the American Nummi (New United Motor Manufacturing, Inc.) project, the success of many other international lean organizations in all domains and the simple fact that not all organizations in Japan are lean (Krafcik, 1988; Kull et al , 2014; Netland et al , 2012).…”

Section: Introductionmentioning

confidence: 99%

Lean culture: a comprehensive systematic literature review

Dorval

Jobin

Benomar

2019

IJPPM

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Purpose The purpose of this paper is to assess the level of pragmatic ambiguity (PA) lean culture has currently in the manufacturing and service literature. Design/methodology/approach A comprehensive systematic review of academic (journals, books and theses) and commercial literature was undertaken drawn from a six databases search of two keywords (“lean” and “culture”) and related citations. Findings A total sample of 1,066 references (678 academic papers, 121 books, 103 theses and 164 commercial documents) were analyzed. The authors found contributions from 67 countries but oddly, only two came from Japan. In total, 89 percent of citations were directly about lean culture. However, for 86 percent of them, lean culture was only discussed superficially. All four literature segments show an over 85 percent agreement on lean culture being an organizational aim. The authors encountered 103 definitions of organizational culture and found 13 definitions of lean culture. Issues of culture gap, leadership, human resource management, sustainability and innovation are found to amplify lean culture’s already high PA level. Research limitations/implications Further research and development are needed to decrease lean culture’s PA level and improve understanding of lean from a cultural perspective. Practical implications Current lean culture’s high PA level has positive and negative effects on lean implementation. Taking lean implementation from a cultural perspective may facilitate an organization’s lean transformation journey. Originality/value This is the first systematic literature review on lean culture using a broad and inductive approach. An original evidence-based definition of organizational culture is proposed.

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The Insignificant Role of National Culture in Global Lean Programmes

Cited by 6 publications

References 17 publications

Soft and hard skills development in lean management trainings

Soft and hard skills development in lean management trainings

A multi-group analysis of the impact of lean manufacturing practices on operational performance: Does the national culture matter?

Lean culture: a comprehensive systematic literature review

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