Firms frequently implement lean practices and tools to achieve superior and sustainable competitive advantage. Unfortunately, success from using lean has been mixed. In this study, we propose that organizational culture significantly impacts the relationship between lean and performance. Using a "fit as moderation" perspective, we examine the role of organizational culture and cultural ambidexterity in appropriating performance benefits from lean.
|Original language||English (US)|
|Number of pages||6|
|State||Published - 2014|
|Event||74th Annual Meeting of the Academy of Management, AOM 2014 - Philadelphia, United States|
Duration: Aug 1 2014 → Aug 4 2014
|Other||74th Annual Meeting of the Academy of Management, AOM 2014|
|Period||8/1/14 → 8/4/14|