Title: Impact of organisational culture on leanness: an empirical study with CVF approach

Authors: Hossein Bagherpour; Darius Ruželė

Addresses: Department of Management, Faculty of Economics and Business Administration, Vilnius University, Saulėtekio Ave. 9, LT-10226, Vilnius, Lithuania ' Department of Management, Faculty of Economics and Business Administration, Vilnius University, Saulėtekio Ave. 9, LT-10226, Vilnius, Lithuania

Abstract: This study aimed to find out what types of organisational culture (OC) positively influenced the implementation of the lean system through the competing values framework (CVF). To this end, the research was based on the quantitative approach involving a survey of experts from Lithuanian and Iranian lean organisations. The results indicated strong positive correlation between the strength of the OC and the degree of leanness. Additionally, it was observed that the features of clan, hierarchy, and adhocracy culture types positively affected leanness in both countries, while no similar impact was made by the market culture type. However, the analysis of the cumulative data of both countries showed that only clan and hierarchy OC types were effective. It, therefore, may be indispensable to deploy proper practices in line with OC containing the features of clan, hierarchy, and adhocracy culture types simultaneously to stimulate and sustain implementation of the lean system in the organisation.

Keywords: lean system; leanness; organisational culture; competing values framework; CVF; culture typology.

DOI: 10.1504/IJMP.2023.133944

International Journal of Management Practice, 2023 Vol.16 No.6, pp.765 - 789

Received: 18 May 2021
Accepted: 08 Mar 2022
Published online: 06 Oct 2023 *

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