Relationship between employee involvement and lean manufacturing and its effect on performance in a rigid continuous process industry

Marin-Garcia, Juan A.; Bonavia, Tomas

doi:10.1080/00207543.2014.975852

Cited by 133Quality and Supply ManagementManagement Systems and Quality ImprovementManagement and Optimization Techniques

Relationship between employee involvement and lean manufacturing and its effect on performance in a rigid continuous process industry

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Marin-Garcia, Juan A., Bonavia, Tomas·2015·International Journal of Production Research

DOI 10.1080/00207543.2014.975852

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Abstract

This research aims to empirically test the effect of employee involvement on lean manufacturing (LM), and the effect of LM on production outcomes. Employee involvement is operationalised through four related variables: empowerment, training, contingent remuneration and communication. The effects are tested by recording management perceptions in a different industrial sector from those usually studied in previous research – ceramic manufacturers, a highly competitive and internationally successful sector. We obtained data from 101 ceramic tile plants (64% of response rate) in the Valencia region of Spain. This approach is developed using a statistical method called partial least squares. All paths are significant except for contingent remuneration; specifically, relationships were found between empowerment, training, communication and LM, and between LM and performance.

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LM had a positive effect on production outcomes.
“Employee involvement had a positive effect on LM, which, in turn, affect production outcomes”
From A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries (2022) · cites this paper as Marin-Garcia and Bonavia (2015)
Employee involvement had a positive effect on LM.
“Employee involvement had a positive effect on LM, which, in turn, affect production outcomes”
From A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries (2022) · cites this paper as Marin-Garcia and Bonavia (2015)
In developed countries, LM implementation improved productivity.
“productivity(Marin-GarciaandBonavia,2015)”
From A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries (2022) · cites this paper as Marin-Garcia and Bonavia, 2015

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Lean manufacturing and operational performance
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Do lean manufacturing practices have negative impact on job satisfaction?
Minh, K. S., Zailani, S., Iranmanesh, M., & Heidari, S. (2019) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-11-2016-0072 · Cited by 77 · see citing works
Employee involvement as a key determinant of core quality management practices
Bakotić, D., & Rogošić, A. (2015) · Total Quality Management & Business Excellence · doi:10.1080/14783363.2015.1094369 · Cited by 75 · see citing works
“These exact concepts Marin-Garcia and Bonavia (2015) were also used in their research when they tested the effect of employee involvement on lean manufacturing.”
Background
How does artificial intelligence impact employees’ engagement in lean organisations?
Tortorella, G. L., Powell, D. J., Hines, P., Vergara, A. M. C., Tlapa, D., & Vassolo, R. S. (2024) · International Journal of Production Research · doi:10.1080/00207543.2024.2368698 · Cited by 71 · see citing works
Lean manufacturing and business performance: testing the S-curve theory
Negrão, L., Jabbour, A. B. L. D. S., Latan, H., Godinho, M., Jabbour, C. J. C., & Ganga, G. (2020) · Production planning & control (Print) · doi:10.1080/09537287.2019.1683775 · Cited by 60 · see citing works
Increasing Competitiveness through the Implementation of Lean Management in Healthcare
Prado, J. C. P., Arca, J. G., Fernández‐González, A. J., & Mosteiro, M. (2020) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph17144981 · Cited by 66 · see citing works
The effect of Lean Six Sigma practices on food industry performance: Implications of the Sector's experience and typical characteristics
Costa, L. B. M., Filho, M. G., Fredendall, L. D., & Ganga, G. M. D. (2020) · Food Control · doi:10.1016/j.foodcont.2020.107110 · Cited by 69 · see citing works
Sustainability excellence: the interactions of lean production, internal green practices and green product innovation
Afum, E., Zhang, R., Agyabeng‐Mensah, Y., & Sun, Z. (2021) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-07-2020-0109 · Cited by 75 · see citing works
Integration of Lean Green and Sustainability in Manufacturing: A Review on Current State and Future Perspectives
Elemure, I. E., Dhakal, H. N., Leseure, M., & Radulović, J. (2023) · Sustainability · doi:10.3390/su151310261 · Cited by 65 · see citing works
Hardiness as moderator of the relationship between structural and psychological empowerment on burnout in middle managers
Calvo, J. C. A., & García, G. M. (2017) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12194 · Cited by 68 · see citing works
“…high-involvement work practices influence on quality and time-based performance (Bayo-Moriones & Merino D ıaz de Cerio, 2002b), on production outcomes (Marin-Garcia & Bonavia, 2015), or on operational performance (cost, quality, flexibility, and delivery) and financial performance (profitability)…”
Background
The Many Meanings of Quality: Towards a Definition in Support of Sustainable Operations
Martin, J., Elg, M., & Gremyr, I. (2020) · Total Quality Management & Business Excellence · doi:10.1080/14783363.2020.1844564 · Cited by 74 · see citing works
Investigating changes in TQM’s effects on corporate social performance and financial performance over time
Sila, I. (2018) · Total Quality Management & Business Excellence · doi:10.1080/14783363.2018.1458609 · Cited by 60 · see citing works
“Similar findings were reported by Marin-Garcia and Bonavia (2015), who operationalised employee involvement through empowerment, training, contingent remuneration, and com-”
Result
Assessment of Lean Supply Chain Practices in Indian Automotive Industry
Singh, R. K., & Modgil, S. (2020) · Global Business Review · doi:10.1177/0972150919890234 · Cited by 57 · see citing works
Partial least squares (PLS) in Operations Management research: Insights from a systematic literature review
Bayonne-Sopo, E., Marin-Garcia, J. A., & Alfalla-Luque, R. (2020) · Journal of Industrial Engineering and Management · doi:10.3926/jiem.3416 · Cited by 63 · see citing works
Self-citation
Integrating KPIs for improving efficiency in road transport
Arca, J. G., Prado, J. C. P., & Fernández‐González, A. J. (2018) · International Journal of Physical Distribution & Logistics Management · doi:10.1108/ijpdlm-05-2017-0199 · Cited by 53 · see citing works
Supplier Selection and Order Allocation with Lean Manufacturing Criteria: An Integrated MCDM and Bi-objective Modelling Approach
Rezaei, A., Galankashi, M. R., Mansoorzadeh, S., & Rafiei, F. M. (2020) · Engineering Management Journal · doi:10.1080/10429247.2020.1753490 · Cited by 50 · see citing works
Developing a conceptual model to implement green lean practices in Indian manufacturing industries using ISM-MICMAC approach
Singh, C., Singh, D., & Khamba, J. S. (2020) · Journal of Science and Technology Policy Management · doi:10.1108/jstpm-08-2019-0080 · Cited by 50 · see citing works
Empowering digital twins with eXtended reality collaborations
Stacchio, L., Angeli, A., & Marfia, G. (2022) · Virtual Reality & Intelligent Hardware · doi:10.1016/j.vrih.2022.06.004 · Cited by 50 · see citing works
HR management during lean production adoption
Martínez‐Jurado, P. J., Moyano‐Fuentes, J., & Gómez, P. J. (2013) · Management Decision · doi:10.1108/00251741311326545 · Cited by 49 · see citing works
Understanding the main organisational antecedents of employee participation in continuous improvement
Jurburg, D., Viles, E., Tanco, M., Mateo, R., & Lleó, Á. (2019) · The TQM Journal · doi:10.1108/tqm-10-2018-0135 · Cited by 40 · see citing works
The effects of lean implementation on hospital financial performance
Narayanan, S., Vickery, S. K., Nicolae, M. L., Castel, M. J., & McLeod, M. K. (2021) · Decision Sciences · doi:10.1111/deci.12510 · Cited by 43 · see citing works
Impact of technical and social lean practices on SMEs’ performance in automobile industry: a structural equation modelling (SEM) analysis
Arumugam, V., Kannabiran, G., & Vinodh, S. (2020) · Total Quality Management & Business Excellence · doi:10.1080/14783363.2020.1791067 · Cited by 40 · see citing works
Human centred lean – introducing the people value stream
Hines, P. (2022) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-03-2021-0061 · Cited by 35 · see citing works
Lean Six Sigma Impact Analysis on Sustainability Using Partial Least Squares Structural Equation Modeling (PLS-SEM): A Literature Review
Barcia, K. F., Garcia-Castro, L., & Abad-Morán, J. (2022) · Sustainability · doi:10.3390/su14053051 · Cited by 32 · see citing works
SOFT LEAN PRACTICES FOR SUCCESSFUL LEAN PRODUCTION SYSTEM IMPLEMENTATION IN MALAYSIA AUTOMOTIVE SMES: A PROPOSED FRAMEWORK
Mamat, R. C., Deros, B. M., Rahman, M. N. A., Omar, M. K., & Abdullah, S. (2015) · Jurnal Teknologi · doi:10.11113/jt.v77.6910 · Cited by 34 · see citing works
Integrating Theory of Constraints, Lean and Six Sigma: a framework development and its application
Gupta, M. C., Digalwar, A. K., Gupta, A. K., & Goyal, A. (2022) · Production Planning & Control · doi:10.1080/09537287.2022.2071351 · Cited by 38 · see citing works
The relationship between organizational attitude and lean practices: an organizational sense-making perspective
Malik, M., & Abdallah, S. (2020) · Industrial Management & Data Systems · doi:10.1108/imds-09-2019-0460 · Cited by 30 · see citing works
“For example, studies that investigated SME process industries 351 (Marin-Garcia and Bonavia, 2015), SME manufacturing firms (Godinho Filho et al., 2016), SME 352 manufacturing firms (Knol et al., 2018) and SMEs (Yadav et al., 2019a) reported statistically 353 significant results for the employee…”
Result
A valid and reliable scale for measuring middle managers’ trustworthiness in continuous improvement
Lleó, Á., Ruiz‐Palomino, P., Viles, E., & Muñoz‐Villamizar, A. (2021) · International Journal of Production Economics · doi:10.1016/j.ijpe.2021.108280 · Cited by 29 · see citing works
Transition to a JIT production system through ERP implementation: a case from the automotive industry
Erkayman, B. (2018) · International Journal of Production Research · doi:10.1080/00207543.2018.1527048 · Cited by 30 · see citing works
Nexus between lean operations, eco-product innovativeness, social, green and business performances: an empirical evidence from Ghanaian manufacturing SMEs
Afum, E., Gao, Y., Agyabeng‐Mensah, Y., & Sun, Z. (2021) · Journal of Manufacturing Technology Management · doi:10.1108/jmtm-09-2020-0352 · Cited by 28 · see citing works
The impact of lean practices on performance: based on meta-analysis and Bayesian network
Liu, C., Niu, Z.-W., & Li, Q.-L. (2020) · Total Quality Management & Business Excellence · doi:10.1080/14783363.2018.1471352 · Cited by 29 · see citing works
“(1) Uhrin, Bruque-Cámara, and Moyano-Fuentes (2017), (2) Marodin, Frank, Tortorella, and Saurin (2016), (3) Marin-Garcia and Bonavia (2015), (4) Bortolotti et al. (2015b), (5) Chavez et al. (2015), (6) Wiengarten, Gimenez, Fynes, and Ferdows (2015), (7) AL-Tahat and Jalham (2015), (8) Khanchanapong…”
Using structural equation modelling to integrate human resources with internal practices for lean manufacturing implementation
Basu, P., Ghosh, I., & Dan, P. K. (2018) · Management Science Letters · doi:10.5267/j.msl.2017.10.001 · Cited by 24 · see citing works
“…LM implementation are 5S concept (Mahapatra & Mohanty, 2007; Salem et al., 2016), Quality Circles (Jasti & Kodali, 2015; Karlsson & Åhlström, 1996, Marin-Garcia & Bonavia, 2015), Jidoka (Gupta & Jain, 2013; Liker & Morgan, 2006), PDCA (plan-do-check-act) cycle (Begam et al., 2013; Salem et al.,…”
Lean manufacturing implementation and performance: the role of economic volatility in an emerging economy
Basu, P., Chatterjee, D., Ghosh, I., & Dan, P. K. (2020) · Journal of Manufacturing Technology Management · doi:10.1108/jmtm-12-2019-0455 · Cited by 24 · see citing works
On-shelf availability and logistics rationalization. A participative methodology for supply chain improvement
Arca, J. G., Prado, J. C. P., & Garrido, A. T. G.-P. (2019) · Journal of Retailing and Consumer Services · doi:10.1016/j.jretconser.2019.101889 · Cited by 23 · see citing works
The Role of Top Management Commitment, Employee Involvement, and Training and Development on Employee Performance: Evidence from the Banking Sector of an Emerging Economy
Bashar, A., Sakib, M. N., Rahman, M. M., Tabassum, F., & Sabah, S. (2023) · Quality Management Journal · doi:10.1080/10686967.2023.2285041 · Cited by 22 · see citing works
Importance of first-line employees in lean implementation in SMEs: a systematic literature review
Knapić, V., Rusjan, B., & Božič, K. (2022) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-08-2021-0141 · Cited by 24 · see citing works
Exploring the impact of a sequential lean implementation within a micro-firm – A socio-technical perspective
Minshull, L. K., Dehe, B., & Kotcharin, S. (2022) · Journal of Business Research · doi:10.1016/j.jbusres.2022.06.052 · Cited by 23 · see citing works
The impact of lean production on sustainable organizational performance: the moderating effect of industry 4.0 technologies adoption
Ooi, L. L., Teh, S. Y., & Cheang, P. Y. S. (2023) · Management Research Review · doi:10.1108/mrr-06-2022-0448 · Cited by 27 · see citing works
A Fuzzy Logic Control application to the Cement Industry
Sellitto, M. A., Balugani, E., Gamberini, R., & Rimini, B. (2018) · IFAC-PapersOnLine · doi:10.1016/j.ifacol.2018.08.277 · Cited by 22 · see citing works
Application of NLP-based topic modeling to analyse unstructured text data in annual reports of construction contracting companies
Jagannathan, M., Roy, D., & Delhi, V. S. K. (2022) · CSI Transactions on ICT · doi:10.1007/s40012-022-00355-w · Cited by 21 · see citing works
“Employee-focussed and learning-oriented strategy is a hallmark of lean organizations [49].”
Background
Measuring the impact of lean practices on manufacturing performance – case study from the process industry
Kovács, T., Kő, A., & Demeter, K. (2020) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-01-2019-0004 · Cited by 23 · see citing works
Environmental and operational performance is not always achieved when combined with cleaner production and lean production: an overview for emerging economies
de Oliveira, J. A. D., Ganga, G. M. D., Godinho, M., Silva, D. A. L., dos Santos, M. D., Garde, I. A. A., Penchel, R., Espôsto, K. F., & Ometto, A. R. (2021) · Journal of Environmental Planning and Management · doi:10.1080/09640568.2021.1940888 · Cited by 19 · see citing works
“The research by Mart ınez-Jurado and Moyano-Fuentes (2014) presents contradictions and inconsistencies and suggests new prospects for the science.”
Background
Who Drives Circularity?—The Role of Construction Company Employees in Achieving High Circular Economy Efficiency
Dräger, P., & Letmathe, P. (2023) · Sustainability · doi:10.3390/su15097110 · Cited by 20 · see citing works
A Research on the Relationship between Knowledge Sharing and Employee Performance: The Moderating Role of Unethical Behaviors in Organizational Level
Aksoy, Y., Ayrancı, E., & Gözükara, E. (2016) · European Scientific Journal ESJ · doi:10.19044/esj.2016.v12n4p335 · Cited by 19 · see citing works
Assessment approach to stage of lean transformation cycle based on fuzzy nearness degree and TOPSIS
Liu, C., Niu, Z.-W., Chang, P., & Zhang, B. (2017) · International Journal of Production Research · doi:10.1080/00207543.2017.1355124 · Cited by 20 · see citing works
“The team can directly transform the lean knowledge into enterprise practice and, finally, achieve the goal of optimising the value delivery process and the performance of enterprises (Marin-Garcia and Bonavia 2015; Netland and Ferdows 2016).”
Background
The application of dynamic game theory to participant's interaction mechanisms in lean management
Jing, S.-W., Li, R., Niu, Z.-W., & Yan, J.-N. (2020) · Computers & industrial engineering · doi:10.1016/j.cie.2019.106196 · Cited by 16 · see citing works
Leveraging Industry 4.0 technologies for sustainable value chains: Raising awareness on digital transformation and responsible operations management
Strazzullo, S., Cricelli, L., Troise, C., & Camilleri, M. A. (2024) · Sustainable Development · doi:10.1002/sd.3211 · Cited by 19 · see citing works
People as the key factor in competitiveness: a framework for success in supply chain management
Prado, J. C. P., Arca, J. G., & Fernández‐González, A. J. (2018) · Total Quality Management & Business Excellence · doi:10.1080/14783363.2018.1427499 · Cited by 17 · see citing works
“…Prado-Prado et al. (2012), Jaca, Santos, Errasti, and Viles (2012), Jaca, Viles, Mateo, and Santos (2012), Lam, O’Donnell, and Robertson (2015) and Marin-Garcia and Bonavia (2015): The commitment of top management; The commitment of personnel; Participation based on work teams; The availability…”
Background
Soft lean practices and organizational resilience in the service sector
Tortorella, G. L., Prashar, A., Antony, J., Vassolo, R. S., Cawley, A. M., Peimbert-García, R. E., & Nascimento, D. L. D. M. (2023) · Management Decision · doi:10.1108/md-06-2023-1034 · Cited by 16 · see citing works
Unlocking synergies in lean manufacturing for enhanced environmental performance: a cross-sector investigation through fuzzy DEMATEL
Ferrazzi, M., Costa, F., Frecassetti, S., & Staudacher, A. P. (2025) · Cleaner Logistics and Supply Chain · doi:10.1016/j.clscn.2025.100219 · Cited by 15 · see citing works
Linking supplier JIT to flexibility performance: the moderating impact of advanced manufacturing technology and human resource empowerment
Suleiman, M. A., Huo, B., & Ye, Y. (2021) · Industrial Management & Data Systems · doi:10.1108/imds-02-2021-0096 · Cited by 16 · see citing works
Continuous improvement and business sustainability in companies of an emerging market: Empirical analysis
Torres, C. A. B., Paipa-Galeano, L. A., Jarrah-Nezhad, Y., Agudelo‐Otalora, L. M., & Millán, J. (2021) · Journal of Industrial Engineering and Management · doi:10.3926/jiem.3610 · Cited by 14 · see citing works
“…unions commitment; specific training for developing participation system both individually and as a team; availability of resources; adoption of a recognition/reward system for participants (Marín-García & Bautista-Poveda, 2010; García-Arca & Prado-Prado, 2011; Marin-Garcia & Bonavia, 2014).”
Background
Value co-creation and new product development success: the moderating effect of structural empowerment
Wu, D., Liu, T., Wu, F. L., Bai, W., & Lin, X. (2022) · Chinese Management Studies · doi:10.1108/cms-04-2021-0126 · Cited by 13 · see citing works
An Empirical Study of the Application of Lean Tools in U.S. Industry
González, M. E., Quesada, G., Mora‐Monge, C. A., & Barton, M. E. (2019) · Quality Management Journal · doi:10.1080/10686967.2019.1647769 · Cited by 13 · see citing works
Deploying Sustainability Through Employee Participation. An Action Research Proposal
Arca, J. G., Garrido, A. T. G.-P., & Prado, J. C. P. (2023) · Systemic Practice and Action Research · doi:10.1007/s11213-023-09639-x · Cited by 11 · see citing works
“…competitive and sustainable behavior (Jørgensen et al. 2007; Scherrer-Rathje et al. 2009; García-Arca and Prado-Prado 2011; Jaca et al., 2012 (a, b); Marin-Garcia and Bonavia, 2014; García-Arca et al., 2018; Jurburg et al., 2019; Prado-Prado et al., 2020a; Wickramasinghe and Chathurani, 2021;…”
Measuring employee involvement in Lean Manufacturing efforts: proposal of a robust scale
de Medeiros, N. C., Filho, M. G., Callefi, M. H. B. M., Ganga, G. M. D., da Silva, J. M. N., Thürer, M., Negrão, L. L. L., & Lizarelli, F. L. (2025) · International Journal of Production Research · doi:10.1080/00207543.2024.2448767 · Cited by 15 · see citing works
“Bergquist and Westerberg (2014), Marin-Garcia and Bonavia (2015), Stadnicka and Antosz (2015), Roslin et al. (2019), van ( continued ).”
Theorizing Lean as a Sociotechnical System: Examining the Reciprocal Interactions Between Lean Social and Technical Subsystems
Gamage, I., Malik, M., Andargoli, A., & Chávez, R. (2025) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2025.3569876 · Cited by 11 · see citing works
Transforming product development and production to be lean for improving business performance
Bubber, D., Jain, R., Babber, G., & Shashi, S. (2022) · Benchmarking An International Journal · doi:10.1108/bij-01-2022-0004 · Cited by 14 · see citing works
A comprehensive study of manifests in lean manufacturing implementation and framing an administering model
Basu, P., & Dan, P. K. (2020) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-11-2017-0131 · Cited by 12 · see citing works
The integration of lean and human resource management practices as an enabler for lean deployment –a systematic literature review
Paposa, K. K., Thakur, P., Antony, J., McDermott, O., & Garza‐Reyes, J. A. (2023) · The TQM Journal · doi:10.1108/tqm-12-2022-0355 · Cited by 10 · see citing works
Literature Review: Lean Manufacturing Assessment During the Time Period (2008-2017)
Albzeirat, M. K. (2018) · International Journal of Engineering Management · doi:10.11648/j.ijem.20180202.12 · Cited by 10 · see citing works
“Objective and Firm Classification The main objectives of previous studies [123-134] were based on exploring the financial and non-financial consequences of lean implementation, the improvement of the evaluation process and exploring the impact of employee’s participation in the implementation of lean.”
Enhancing participation through organizational drivers
Ruiz-Pérez, F., Lleó, Á., Viles, E., & Jurburg, D. (2020) · The TQM Journal · doi:10.1108/tqm-01-2020-0012 · Cited by 10 · see citing works
Perfect couple or toxic relationship? A meta‐analysis of the effects and interplays of lean and agile strategies to improve performance
Matz, K., Foerstl, K. D., & Suurmond, R. (2024) · Journal of Business Logistics · doi:10.1111/jbl.12390 · Cited by 9 · see citing works
Lean Practices, Perceived Environmental Uncertainty, and Business Performance: a Quantitative Study of Smes in Thailand
Thunyachairat, A., Jangkrajarng, V., Theeranuphattana, A., & Ramingwong, S. (2023) · International Journal of Professional Business Review · doi:10.26668/businessreview/2023.v8i5.2137 · Cited by 9 · see citing works
“…(Netland, T. H.,2016; Valente et al., 2020) no significant impact (Fullerton et al., 2003:Green Jr et al., 2014) and partially negative impact (Marin-Garcia and Bonavia, 2015; Maware et al., 2022) But, Jadhav et al. (2014) argued that not all manufacturing firms can successfully transform…”
Background
Lean implementation in Indian manufacturing MSMES: a SAP-LAP analysis
Matharu, M., & Sinha, N. (2019) · Management and Production Engineering Review · doi:10.24425/mper.2019.128245 · Cited by 11 · see citing works
Enterprise-wide diagnostic in the UK SME: focus beyond tools and techniques
Kumar, M., & Harris, I. (2020) · Production Planning & Control · doi:10.1080/09537287.2020.1758822 · Cited by 9 · see citing works
“As discussed in the previous sub-section, it is important for the management to publicly recognise the contribution of employees, either financially or through other methods, to sustain CI culture and drive innovation in organisations (Bessant et al. 2001; Kim et al. 2011; Marin-Garcia and Bonavia, 2015).”
Background
Adopción parcial e integral de las prácticas del sistema técnico de Lean en la industria maquiladora de manufactura en México
Pineda, J. A. C. (2021) · RECAI Revista de Estudios en Contaduría Administración e Informática · doi:10.36677/recai.v11i30.16919 · Cited by 9 · see citing works
An actor–network theory perspective for “Lean” interventions in manufacturing firms
Abdallah, S., Malik, M., & Chaudhry, U. (2020) · The TQM Journal · doi:10.1108/tqm-05-2019-0146 · Cited by 10 · see citing works
Key middle manager trustworthy behaviours that enhance operator participation in continuous improvement systems
Lleó, Á., Viles, E., Jurburg, D., & Santos, J. (2020) · International Journal of Quality and Service Sciences · doi:10.1108/ijqss-10-2019-0118 · Cited by 9 · see citing works
Not so different altogether: Putting Lean and sociotechnical design into practice in a process industry
Hekneby, T., Benders, J., & Ingvaldsen, J. A. (2021) · Journal of Industrial Engineering and Management · doi:10.3926/jiem.3263 · Cited by 9 · see citing works
“From an LP perspective, standards for work execution codify best practice and can—and should—be systematically refined through continuous improvement activities (Adler & Cole, 1993; Marin-Garcia & Bonavia, 2015).”
BackgroundInfluential
Lean management and performance of telecommunication firms: The mediating role of workplace structure
Afunwa, A. P., Agbaeze, E. K., Ike, N. M., & Isichei, E. E. (2020) · Cogent Business & Management · doi:10.1080/23311975.2020.1761637 · Cited by 11 · see citing works
“We adapted the study of Cua et al. (2001) and Marin-Garcia and Bonavia (2014) in framing the items in the scale for employee’s involvement.”
BackgroundMethod
Proposed guidelines for treatment of recurrent failures for sustainability of results in the post-project improvement stage process
Almeida, C. M., de Araújo, F. O., Abreu, C. G. S., & Batista, H. M. C. D. S. (2021) · Benchmarking An International Journal · doi:10.1108/bij-06-2020-0277 · Cited by 8 · see citing works
Improving through employee participation: The case of a Spanish food manufacturer
González-Boubeta, I., Portela-Caramés, I., & Prado-Prado, J. (2021) · Journal of Industrial Engineering and Management · doi:10.3926/jiem.3362 · Cited by 2 · see citing works
“In this regard, several authors (Jaca, Viles et al., 2012; Marín-García & Bonavia, 2015; Marín-García et al., 2008; Prado-Prado et al., 2020; O'Donoghue, Stanton & Bartram, 2011) have been able to identify those factors in their research.”
Background
Involving employees in reducing musculoskeletal discomfort while implementing lean: insights from the ready-made garments industry
Hamja, A., Latif, M. A., Marma, M., Haq, M. M., Mustafa, M. A., & Morshed, M. S. (2025) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-09-2024-0659 · Cited by 7 · see citing works
Lean logistics and corporate green practices: messianic methodologies for achieving business excellence in the logistics industry via green stakeholder satisfaction
Afum, E., Agyabeng-Mensah, Y., & Baah, C. (2024) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-01-2021-0008 · Cited by 7 · see citing works
Study on lean thinking among MSMEs in the Machine tool sector in India
Priyadarshini, R. G., Kumar, V., & Rajlakshmi, S. A. (2018) · IOP Conference Series Materials Science and Engineering · doi:10.1088/1757-899x/310/1/012091 · Cited by 6 · see citing works
“[20], [21], [22], [23], [24], [25], [26], [27] 0 20 40 60 80 100”
Structural equation modelling based empirical analysis of technical issues for lean manufacturing implementation in the Indian context
Basu, P., Ghosh, I., & Dan, P. K. (2018) · International Conference Industrial Technology and Management · doi:10.1109/icitm.2018.8333920 · Cited by 2 · see citing works
“INTRODUCTION There is a radical change in the industrial sector in the past two decades and most industrial enterprises operate today in an environment of increasing competition, changing market conditions and customer requirements, fluctuating demand and technological advancement [1].”
Background
Chief operating officers’ long-term orientation and corporate lean production
Xue, X., Hu, N., Qiu, F., & Li, G. (2025) · Journal of Business Research · doi:10.1016/j.jbusres.2025.115247 · Cited by 6 · see citing works
Lean Implementation Barriers and the duality of lean in an Organisations
Austin, W., & Adebayo, F. (2021) · Applied Journal of Economics Management and Social Sciences · doi:10.53790/ajmss.v2i1.6 · Cited by 5 · see citing works
“Garcia and Bonavia (2015) noted that proper training and orientation of workers is a bedrock of all efforts for reform and seems to be key to effective lean adoption.”
Background
Efficiency realization and capacity increase: implementing lean six sigma in a growing startup
Bakke, M., & Claudio, D. (2023) · Small Enterprise Research · doi:10.1080/13215906.2023.2200746 · Cited by 7 · see citing works
Unveiling the impact of operational excellence practices on corporate performance: an exploratory research
Swarnakar, V., & Khalfan, M. (2025) · The TQM Journal · doi:10.1108/tqm-06-2024-0224 · Cited by 3 · see citing works
The application of term mining techniques and fuzzy proximity for driving force study in lean management
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“Both methodologies are seen as pillars in rigid continuous process industries where efficiency and performance are crucial [4, 10, 24, 35].”
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Self-citation

Lean technology and its impact on organisational performance: an empirical examination in manufacturing industry
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Manufacturing empowerment? ‘Employee involvement ’ in the labour process
Fordism, A., & Vidal, M. (2015)
EMPLOYEE PARTICIPATION IN DECISION MAKING ON ORGANIZATIONAL PERFORMANCE: EVIDENCE FROM TEXTILE AND APPAREL MANUFACTURING FIRMS IN SRI LANKA
Wickramasinghe, G. L. D., & Jayawardana, A. K. L. (2012)
The Impact of Employee Involvement and Empowerment in Lean Manufacturing System Implementation towards Organizational Performances
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Employee Involvement and Management Commitment in Lean Implementation
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Authors: Marin-Garcia, J. A., & Bonavia, T.
Affiliations: Universitat Politècnica de València (ES)
Corresponding author: Marin-Garcia, Juan A.
ORCID: Marin-Garcia, Juan A.
Venue: International Journal of Production Research
Publisher: Informa UK Limited
Published: 2014-11-04
Volume: 53
Issue: 11
Pages: 3260-3275
ISSN: 0020-7543 (ISSN-L)
1366-588X
DOI: 10.1080/00207543.2014.975852
OpenAlex: W2031038417
Cited by: 133
References: 104
Citations by year: 2026: 5 · 2025: 15 · 2024: 9 · 2023: 17 · 2022: 11 · 2021: 18 · 2020: 21 · 2019: 11 · 2018: 13 · 2017: 7 · 2016: 3 · 2015: 2 · 2013: 1
FWCI: 8.86
Type: journal article
Language: en
Open access: green
hdl.handle.net
Licence: cc-by-nc-nd
Locations: International Journal of Production Research (publishedVersion)
RePEc: Research Papers in Economics (submittedVersion)
RiuNet (Universitat Politècnica de València) (submittedVersion, cc-by-nc-nd)
Repository of Digital Objects for Teaching Research and Culture (University of Valencia) (submittedVersion, cc-by-nc)
Funders: Universitat Politècnica de València (PAID-06-12)
Topics: Social Sciences › Business, Management and Accounting › Management Information Systems › Quality and Supply Management
Social Sciences › Business, Management and Accounting › Strategy and Management › Management Systems and Quality Improvement
Social Sciences › Business, Management and Accounting › Strategy and Management › Management and Optimization Techniques
Keywords: employee participation, lean manufacturing, employee empowerment, employee training, communication, production performance, ceramic tile manufacturing, continuous process industries, managers' perceptions

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Relationship between employee involvement and lean manufacturing and its effect on performance in a rigid continuous process industry

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