Managing upgrade to lean: an empirical investigation of work practices and organizational culture effects.

Although human capital has recognised as an important factor for the effective implementation of lean, current research lacks sufficient empirical evidence to support and identify direct linkages between certain work practices and lean production (LP). Using data from 126 managers employed at a global company, which recently upgraded to lean, this study contributes empirical evidence to examine the role of training, knowledge acquisition and organizational culture in upgrading to lean. Results indicated that from the aforementioned selected variables, only organizational culture might holistically affect LP in its multidimensional nature. Training and knowledge acquisition offer partially effects on LP with training to contribute mostly to predicting continuous improvements. Knowledge acquisition alone, however, has significant yet negative impact on LP. Even more, when training is combined with knowledge acquisition the results are different. The study findings provide useful implications for both theory and practice and discusses its limitations.