This paper investigates the influence of organisational culture on the implementation of lean practices in manufacturing companies. Using a quantitative sample of 295 UK companies, managers completed a survey on their level of lean implementation. The effect of lean practices on organisational culture and operational performance was analysed. Our findings show that lean practices have a significant influence on all of the cultural dimensions defined and that the process, normative and market dimensions have a significant impact on operational performance. This is one of the first studies to break down culture into sub-dimensions within the context of lean management techniques.
|Number of pages||1|
|Publication status||Published - 26 Jun 2018|
|Event||25th International EurOMA Conference - Budapest University of Technology and Economics, Budapest, Hungary|
Duration: 24 Jun 2018 → 26 Jun 2018
|Conference||25th International EurOMA Conference|
|Abbreviated title||EurOMA 2018|
|Period||24/06/18 → 26/06/18|
- organisational culture
- Operational performance
Millar, K., Cadden, T., Yang, Y., & Humphreys, P. (2018). The interplay between lean practices, organisational culture practices and operational performance. 128. Abstract from 25th International EurOMA Conference, Budapest, Hungary.