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Cited by 61Quality and Supply ManagementGlobal and Cross-Cultural ManagementManagement and Optimization Techniques

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The impact of shop floor culture and subculture on lean production practices

Losonci, Dàvid, Kása, Richárd, Demeter, Krisztina, Heidrich, Balázs, Jenei, István·2017·International Journal of Operations & Production Management
DOI 10.1108/ijopm-11-2014-0524
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Abstract

Purpose The purpose of this paper to examine the impact of shop floor (SF) culture (organizational culture (OC) perceived by workers) and SF subcultures assessed by the competing values framework (CVF) on the perceived use of lean production (LP) practices. Design/methodology/approach The authors analyse questionnaires completed by workers at the single case company undergoing a commonplace lean transformation. The survey items cover both LP items and CVF statements. The propositions are analysed applying cluster analysis and regression. Findings At the case company, the multidimensionality of SF culture only partially exists, and the perceived use of LP practices shows little connection to OC. The considerable differences between SF culture and SF subcultures on the one hand and among SF subcultures on the other hand indicate the existence of a special multidimensional SF culture. Altogether, SF culture’s impact on LP is weak. Practical implications Managers should rethink the usual lean implementation pathways and understand how values pervade SF culture and how culture types impact the perceived use of LP practices at the SF. Managers could face a trade-off: smoother lean transition by engaging in SF subculture-specific transitions and reinforcing it or by developing a homogenous lean SF culture. Originality/value To the best of the authors’ knowledge, this is the first empirical attempt to understand the impact of SF culture on the perceived use of LP practices by adoptin…

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Metadata

Authors
Losonci, D., Kása, R., Demeter, K., Heidrich, B., & Jenei, I.
Affiliations
  • Budapest University of Economics and Business (HU)
  • Corvinus University of Budapest (HU)
ORCID
Venue
International Journal of Operations & Production Management
Publisher
Emerald
Published
2017-02-06
Volume
37
Issue
2
Pages
205-225
ISSN
0144-3577 (ISSN-L)
DOI
10.1108/ijopm-11-2014-0524
OpenAlex
W2576398264
Cited by
61
References
0
Citations by year
2026: 2 · 2025: 4 · 2024: 3 · 2023: 8 · 2022: 10 · 2021: 10 · 2020: 12 · 2019: 7 · 2018: 5
FWCI
11.22
Type
journal article
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
International Journal of Operations & Production Management (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Management Information Systems › Quality and Supply Management
  • Social Sciences › Business, Management and Accounting › Business and International Management › Global and Cross-Cultural Management
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Management and Optimization Techniques
Keywords
organizational culture, Competing Values Framework, lean transformation, employee perceptions, organizational values

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