Causal ambiguity in lean production implementation in Malaysia
The success of the lean production system in Japan has led other companies to attempt to adopt it. Yet lean production system initiatives have seen a low success rate. This study draws on the theory of causal ambiguity and its role in the transfer of knowledge to argue that causal ambiguity can impe...
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| Main Authors: | , , |
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| Format: | Article |
| Published: |
Routledge
2016
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| Subjects: | |
| Online Access: | http://eprints.utm.my/id/eprint/71593/ https://www.scopus.com/inward/record.uri?eid=2-s2.0-84983001936&doi=10.1080%2f10599231.2016.1203719&partnerID=40&md5=60dbe0bdd40d6b03fb302d79dd5e5f31 |
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| Institution: | Universiti Teknologi Malaysia |
| Summary: | The success of the lean production system in Japan has led other companies to attempt to adopt it. Yet lean production system initiatives have seen a low success rate. This study draws on the theory of causal ambiguity and its role in the transfer of knowledge to argue that causal ambiguity can impede interfirm transfer of knowledge during lean production system implementation. The authors argue that causal ambiguity undermines motivation during lean production system implementation. Several variables are proposed as moderating the relationship. The findings of a survey are presented here. |
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