Changes in lean culture as organizations mature: is there a relationship between lean culture attributes and organizational life cycle stages?

Abstract

The purpose of this paper is to enhance academic understanding of the dynamic nature of lean culture in relation to organizational maturity, specifically by identifying particular lean attributes that exhibit a relationship with organizational life cycle (OLC) stages within the Czech automotive industry.Design/methodology/approachThe literature underscores the significance of underlying organizational culture as a key driver of successful lean management implementation. At the same time, as organizations mature, their characteristics and requirements evolve. To achieve the paper's aim, the authors conducted a questionnaire survey, and the data were analysed using descriptive statistics, box plot visualizations, the Kruskal-Wallis test (to assess distribution homogeneity) and regression analysis (to explore the relationships and directional tendencies among variables).FindingsAmong the 10 lean culture attributes investigated, a significant finding emerged regarding the critical role of teamwork in designing and implementing changes. This attribute was significantly related to OLC stages. The results suggest that as organizations mature, the importance of teamwork intensifies, thereby influencing ethical values, work approaches and overall performance. This observation supports the idea that teamwork is increasingly pivotal in enhancing organizational performance and effectively adapting lean practices.Originality/valueThis paper investigates the differential presence of lean attributes among companies at various stages of the OLC - specifically, growth, maturity and decline. By focusing on the automotive industry, the study bridges the gap between OLC theory and lean culture practices. The findings contribute to academic discourse by identifying specific lean attributes that demonstrate a relationship with OLC stages within the Czech automotive sector.