Impact of organisational culture on leanness: an empirical study with CVF approach Online publication date: Fri, 06-Oct-2023
by Hossein Bagherpour; Darius Ruželė
International Journal of Management Practice (IJMP), Vol. 16, No. 6, 2023
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.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Management Practice (IJMP):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook