Soft lean practices and organizational resilience in the service sector

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dc.catalogadoraba
dc.contributor.authorTortorella, Guilherme
dc.contributor.authorPrashar, Anupama
dc.contributor.authorAntony, Jiju
dc.contributor.authorVassolo, Roberto
dc.contributor.authorMac Cawley Vergara, Alejandro Francisco
dc.contributor.authorPeimbert García, Rodrigo
dc.contributor.authorMattos Nascimento, Daniel Luiz de
dc.date.accessioned2023-12-26T22:41:44Z
dc.date.available2023-12-26T22:41:44Z
dc.date.issued2023
dc.description.abstractPurposeThis paper aims to examine the relationship between the implementation of soft lean practices and organizational resilience development in the service sector.Design/methodology/approachA mixed-methods explanatory design that relied on two sequential and complementary phases was adopted. In the first phase, a quantitative analysis was performed based on data collected from practitioners from service organizations, allowing the identification of the significance of this relationship. In the second phase, the authors used semi-structured interviews with experts to qualitatively assess how this relationship occurs.FindingsFindings indicated that soft lean practices are positively associated with organizational resilience, although the extent of their relationships varies depending on the resilience ability under analysis. Interviews with experts also provided specific details on how such relationships occur, adding insights to the numerical results.Originality/valueThis study provides a deeper understanding of the implications of lean management, specifically concerning the support of soft lean practices to develop organizational resilience. Additionally, the identification of this relationship (and how it occurs) allows service organizations to deploy human-related strategies to promote broader adoption of certain soft lean practices. As socio-cultural changes are usually time-consuming, anticipating these organizational resilience needs may result in competitive advantages in the face of disruptive events.
dc.fechaingreso.objetodigital2023-12-26
dc.fuente.origenORCID
dc.identifier.doi10.1108/MD-06-2023-1034
dc.identifier.issn0025-1747
dc.identifier.urihttps://doi.org/10.1108/MD-06-2023-1034
dc.identifier.urihttps://repositorio.uc.cl/handle/11534/75569
dc.information.autorucEscuela de Ingeniería; Mac Cawley Vergara, Alejandro Francisco; 0000-0002-4848-4732; 81775
dc.issue.numero"Ahead-of-print"
dc.language.isoen
dc.nota.accesoContenido parcial
dc.revistaManagement Decision
dc.rightsacceso restringido
dc.subjectLean production
dc.subjectResilience
dc.subjectSoft lean practices
dc.subjectMixed-method research
dc.subject.ddc300
dc.subject.deweyCiencias socialeses_ES
dc.titleSoft lean practices and organizational resilience in the service sector
dc.typeartículo
dc.volumen"Ahead-of-print"
sipa.codpersvinculados81775
sipa.trazabilidadORCID;2023-12-25
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