Lean and performance: Impact of organizational culture

Rick Hardcopf, Rachna Shah

Research output: Contribution to conferencePaper

2 Scopus citations

Abstract

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 languageEnglish (US)
Pages185-190
Number of pages6
DOIs
StatePublished - Jan 1 2014
Event74th Annual Meeting of the Academy of Management, AOM 2014 - Philadelphia, United States
Duration: Aug 1 2014Aug 4 2014

Other

Other74th Annual Meeting of the Academy of Management, AOM 2014
CountryUnited States
CityPhiladelphia
Period8/1/148/4/14

    Fingerprint

Cite this

Hardcopf, R., & Shah, R. (2014). Lean and performance: Impact of organizational culture. 185-190. Paper presented at 74th Annual Meeting of the Academy of Management, AOM 2014, Philadelphia, United States. https://doi.org/10.5465/AMBPP.2014.275