The interplay between lean practices, organisational culture practices and operational performance

Research output: Contribution to conferenceAbstract

Abstract

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.

Conference

Conference25th International EurOMA Conference
Abbreviated titleEurOMA 2018
CountryHungary
CityBudapest
Period24/06/1826/06/18

Fingerprint

Business performance
Organizational culture
Manufacturing companies
Breakdown
Management techniques
Lean management
Managers
Cultural dimensions

Keywords

  • lean
  • organisational culture
  • Operational performance

Cite this

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.
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abstract = "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.",
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Millar, K, Cadden, T, Yang, Y & Humphreys, P 2018, 'The interplay between lean practices, organisational culture practices and operational performance' 25th International EurOMA Conference, Budapest, Hungary, 24/06/18 - 26/06/18, pp. 128.

The interplay between lean practices, organisational culture practices and operational performance. / Millar, Keith; Cadden, Trevor; Yang, Ying; Humphreys, P.

2018. 128 Abstract from 25th International EurOMA Conference, Budapest, Hungary.

Research output: Contribution to conferenceAbstract

TY - CONF

T1 - The interplay between lean practices, organisational culture practices and operational performance

AU - Millar, Keith

AU - Cadden, Trevor

AU - Yang, Ying

AU - Humphreys, P

PY - 2018/6/26

Y1 - 2018/6/26

N2 - 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.

AB - 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.

KW - lean

KW - organisational culture

KW - Operational performance

M3 - Abstract

SP - 128

ER -

Millar K, Cadden T, Yang Y, Humphreys P. The interplay between lean practices, organisational culture practices and operational performance. 2018. Abstract from 25th International EurOMA Conference, Budapest, Hungary.