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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my.utm.715932017-11-16T08:34:48Z http://eprints.utm.my/id/eprint/71593/ Causal ambiguity in lean production implementation in Malaysia Shamsudin, S. Mohd. Radzi, N. I. Othman, R. TS Manufactures 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. Routledge 2016 Article PeerReviewed Shamsudin, S. and Mohd. Radzi, N. I. and Othman, R. (2016) Causal ambiguity in lean production implementation in Malaysia. Journal of Asia-Pacific Business, 17 (3). pp. 249-266. ISSN 1059-9231 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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TS Manufactures Shamsudin, S. Mohd. Radzi, N. I. Othman, R. Causal ambiguity in lean production implementation in Malaysia |
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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. |
format |
Article |
author |
Shamsudin, S. Mohd. Radzi, N. I. Othman, R. |
author_facet |
Shamsudin, S. Mohd. Radzi, N. I. Othman, R. |
author_sort |
Shamsudin, S. |
title |
Causal ambiguity in lean production implementation in Malaysia |
title_short |
Causal ambiguity in lean production implementation in Malaysia |
title_full |
Causal ambiguity in lean production implementation in Malaysia |
title_fullStr |
Causal ambiguity in lean production implementation in Malaysia |
title_full_unstemmed |
Causal ambiguity in lean production implementation in Malaysia |
title_sort |
causal ambiguity in lean production implementation in malaysia |
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Routledge |
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2016 |
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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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