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Lean Leadership Values and Behaviour across National Cultures : A Comparative Study in Japan and the Netherlands

Smit, Nienke (2024) Lean Leadership Values and Behaviour across National Cultures : A Comparative Study in Japan and the Netherlands.

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Abstract:Lean management is widely recognized for driving organizational efficiency, though its implementation can vary significantly across cultures. While previous research has explored lean practices in Western and Japanese settings, limited studies examine cross-cultural differences in lean leadership. This thesis addresses this gap by investigating the influence of national culture on lean leadership styles among Dutch and Japanese middle managers. A total of 20 qualitative interviews with Japanese managers and 14 with Dutch counterparts and team members were analyzed using Thematic Analysis to identify cultural differences in values like conservation, self-transcendence, and openness-to-change. Findings reveal both alignment and paradoxes in lean identity adoption: Japanese managers exhibit lean-compatible national values rooted in cultural norms, while Dutch managers embrace lean values, such as continuous improvement, despite individualistic cultural tendencies. This study extends identity theory, suggesting that lean managers may adopt behaviours aligning more with lean identity than national expectations. It challenges the notion that certain cultures are inherently more suited to lean, proposing instead that each culture’s unique values can either facilitate or complicate lean adoption. Practical implications recommend culturally adaptive lean leadership training tailored to align with managers’ cultural backgrounds to foster a lean identity across diverse contexts.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration MSc (60644)
Link to this item:https://purl.utwente.nl/essays/104592
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