References
- Ahmad, S. 2013. “Culture and Lean Manufacturing: Towards a Holistic Framework.” Australian Journal of Basic and Applied Sciences 7 (1): 334–338.
- Amrani, A., and Y. Ducq. 2020. “Lean Practices Implementation in Aerospace Based on Sector Characteristics: methodology and Case Study.” Production Planning & Control : 1–23. doi:https://doi.org/10.1080/09537287.2019.1706197
- Angelis, J., R. Conti, C. Cooper, and C. Gil. 2011. “Building High-Commitment Lean Culture.” Journal of Manufacturing Technology Management 22 (5): 569–589. doi:https://doi.org/10.1108/17410381111134446.
- Armstrong, J., and S. Overton. 1977. “Estimating Nonresponse Bias in Mail Surveys.” Journal of Marketing Research 14 (3): 396–402. doi:https://doi.org/10.2307/3150783.
- Avolio, B., W. Gardner, F. Walumbwa, F. Luthans, and D. May. 2004. “Unlocking the Mask: A Look at the Process by Which Authentic Leaders Impact Follower Attitudes and Behaviors.” The Leadership Quarterly 15 (6): 801–823. doi:https://doi.org/10.1016/j.leaqua.2004.09.003.
- Baird, K., K. Hu, and R. Reeve. 2011. “The Relationships between Organizational Culture, Total Quality Management Practices and Operational Performance.” International Journal of Operations & Production Management 31 (7): 789–814. doi:https://doi.org/10.1108/01443571111144850.
- Bhamu, J., and K. Singh Sangwan. 2014. “Lean Manufacturing: Literature Review and Research Issues.” International Journal of Operations & Production Management 34 (7): 876–940. doi:https://doi.org/10.1108/IJOPM-08-2012-0315.
- Bhasin, S., and P. Burcher. 2006. “Lean Viewed as a Philosophy.” Journal of Manufacturing Technology Management 17 (1): 56–72. doi:https://doi.org/10.1108/17410380610639506.
- Bhasin, S. 2012. “An Appropriate Change Strategy for Lean Success.” Management Decision 50 (3): 439–458. doi:https://doi.org/10.1108/00251741211216223.
- Blanchard, K. 2010. Leading at a Higher Level. Upper Saddle River, NJ: Prentice-Hall.
- Bortolotti, T., S. Boscari, and P. Danese. 2015. “Successful Lean Implementation: Organizational Culture and Soft Lean Practices.” International Journal of Production Economics 160: 182–201. doi:https://doi.org/10.1016/j.ijpe.2014.10.013.
- Cameron, K., and R. Quinn. 2005. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Hoboken: John Wiley & Sons.
- Cartwright, S., and C. L.Cooper. 2002. ASSET: An Organizational Stress Screening Tool. London: Robertson Cooper Limited and Cubiks.
- Chiarini, A., and F. Brunetti. 2019. “What Really Matters for a Successful Implementation of Lean Production? A Multiple Linear Regression Model Based on European Manufacturing Companies.” Production Planning & Control 30 (13): 1091–1101. doi:https://doi.org/10.1080/09537287.2019.1589010.
- Costa, L., M. Godinho Filho, L. Fredendall, and F. Paredes. 2018. “Lean, Six Sigma and Lean Six Sigma in the Food Industry: A Systematic Literature Review.” Trends in Food Science & Technology 82: 122–133. doi:https://doi.org/10.1016/j.tifs.2018.10.002.
- Dahlgaard, J., and S. Mi Dahlgaard-Park. 2006. “Lean Production, Six Sigma Quality, TQM and Company Culture.” The TQM Magazine 18 (3): 263–281. doi:https://doi.org/10.1108/09544780610659998.
- Demeter, K., and D. Losonci. 2019. “Transferring Lean Knowledge within Multinational Networks.” Production Planning & Control 30 (2-3): 211–224. doi:https://doi.org/10.1080/09537287.2018.1534272.
- Demir, C., N. Ayyildiz Unnu, and E. Erturk. 2011. “Diagnosing the Organizational Culture of a Turkish Pharmaceutical Company Based on the Competing Values Framework.” Journal of Business Economics and Management 12 (1): 197–217. doi:https://doi.org/10.3846/16111699.2011.555451.
- DeSanctis, I., J. Ordieres Mere, M. Bevilacqua, and F. Ciarapica. 2018. “The Moderating Effects of Corporate and National Factors on Lean Projects Barriers: A Cross‐National Study.” Production Planning & Control 29 (12): 972–991. doi:https://doi.org/10.1080/09537287.2018.1494345.
- Dinis-Carvalho, J. 2020. “The Role of Lean Training in Lean Implementation.” Production Planning & Control. doi:https://doi.org/10.1080/09537287.2020.1742376
- Doolen, T., and M. Hacker. 2005. “A Review of Lean Assessment in Organizations: An Exploratory Study of Lean Practices by Electronics Manufacturers.” Journal of Manufacturing Systems 24 (1): 55–67. doi:https://doi.org/10.1016/S0278-6125(05)80007-X.
- Dombrowski, U., and T. Mielke. 2014. “Lean Leadership: 15 Rules for a Sustainable Lean Implementation.” Procedia CIRP 17: 565–570. doi:https://doi.org/10.1016/j.procir.2014.01.146.
- Dora, M., M. Kumar, and X. Gellynck. 2016. “Determinants and Barriers to Lean Implementation in Food-Processing SMEs–A Multiple Case Analysis.” Production Planning & Control 27 (1): 1–23. doi:https://doi.org/10.1080/09537287.2015.1050477.
- Emiliani, M. 1998. “Lean Behaviors.” Management Decision 36 (9): 615–631. doi:https://doi.org/10.1108/00251749810239504.
- Emiliani, M. 2008. “Standardized Work for Executive Leadership.” Leadership & Organization Development Journal 29 (1): 24–46. doi:https://doi.org/10.1108/01437730810845289.
- Emiliani, D., and D. Stec. 2005. “Leaders Lost in Transformation.” Leadership & Organization Development Journal 26 (5): 370–387. doi:https://doi.org/10.1108/01437730510607862.
- Erthal, A., and L. Marques. 2018. “National Culture and Organisational Culture in Lean Organisations: A Systematic Review.” Production Planning & Control 29 (8): 668–687. doi:https://doi.org/10.1080/09537287.2018.1455233.
- Ferro, J. 1995. “Current developments of the Brazilian automotive industry.” International Motor Vehicle Program, MIT. Accessed July 7, 2020. Available at: https://dspace.mit.edu/handle/1721.1/1636.
- Fiume, O. 2004. “Lean at Wiremold: Beyond Manufacturing, Putting People Front and Center.” Journal of Organizational Excellence 23 (3): 23–32. doi:https://doi.org/10.1002/npr.20013.
- Furlan, A., A. Vinelli, and G. Dal Pont. 2011. “Complementarity and Lean Manufacturing Bundles: An Empirical Analysis.” International Journal of Operations & Production Management 31 (8): 835–850. doi:https://doi.org/10.1108/01443571111153067.
- Gelei, A., D. Losonci, and Z. Matyusz. 2015. “Lean Production and Leadership Attributes: The Case of Hungarian Production Managers.” Journal of Manufacturing Technology Management 26 (4): 477–500. doi:https://doi.org/10.1108/JMTM-05-2013-0059.
- Goodwin, C. 2005. Research in Psychology: methods and Design. New York: John Wiley & Sons, Inc. doi:https://doi.org/10.1093/sw/5.4.119.
- Grigg, N. P., J. E. Goodyer, and T. G. Frater. 2020. “Sustaining Lean in SMEs: key Findings from a 10-Year Study Involving New Zealand Manufacturers.” Total Quality Management & Business Excellence 31 (5–6): 609–614. doi:https://doi.org/10.1080/14783363.2018.1436964.
- Gupta, M., H. Holladay, and M. Mahoney. 2000. “The Human Factor in JIT Implementation: A Case Study of Ambrake Corporation.” Production and Inventory Management Journal 41 (4): 29–33.
- Hall, A. 2006. Introduction to Lean – Sustainable Quality Systems Design – Integrated Leadership Competencies from the Viewpoints of Dynamic Scientific Inquiry Learning & Toyota’s Lean System Principals. Arlie Hall.
- Herron, C., and P. Braiden. 2006. “A Methodology for Developing Sustainable Quantifiable Productivity Improvement in Manufacturing Companies.” International Journal of Production Economics 104 (1): 143–153. doi:https://doi.org/10.1016/j.ijpe.2005.10.004.
- Hersey, P., and K. Blanchard. 1969. “Life-Cycle Theory of Leadership.” Training & Development Journal 23: 26–34.
- Hines, P., M. Holweg, and N. Rich. 2004. “Learning to Evolve: A Literature Review of Contemporary Lean Thinking.” International Journal of Operations & Production Management 24 (10): 994–1011. doi:https://doi.org/10.1108/01443570410558049.
- Hofstede, G. 2001. Culture’s Consequences: International Differences in Work Related Values. 2nd ed. Beverly Hills, CA: Sage.
- House, R., P. Hanges, M. Javidan, P. Dorfman, and V. Gupta. 2004. Culture, Leadership and Organizations – The GLOBE Study of 62 Societies. London: Sage Publication.
- Hu, L., and P. Bentler. 1999. “Cutoff Criteria for Fit Indexes in Covariance Structure Analysis: Conventional Criteria versus New Alternatives.” Structural Equation Modeling: A Multidisciplinary Journal 6 (1): 1–55. doi:https://doi.org/10.1080/10705519909540118.
- HUallacháin, B., and D. Wasserman. 1999. “Vertical Integration in a Lean Supply Chain: Brazilian Automobile Component Parts.” Economic Geography 75 (1): 21–42. doi:https://doi.org/10.2307/144460.
- Igo, T., and M. Skitmore. 2006. “Diagnosing the Organizational Culture of an Australian Engineering Consultancy Using the Competing Values Framework.” Construction Innovation 6 (2): 121–139. doi:https://doi.org/10.1108/14714170610710659.
- Jasti, N., and R. Kodali. 2015. “Lean Production: Literature Review and Trends.” International Journal of Production Research 53 (3): 867–885. doi:https://doi.org/10.1080/00207543.2014.937508.
- Khanchanapong, T., D. Prajogo, A. Sohal, B. Cooper, A. Yeung, and T. Cheng. 2014. “The Unique and Complementary Effects of Manufacturing Technologies and Lean Practices on Manufacturing Operational Performance.” International Journal of Production Economics 153: 191–203. doi:https://doi.org/10.1016/j.ijpe.2014.02.021.
- Kull, T., T. Yan, Z. Liu, and J. Wacker. 2014. “The Moderation of Lean Manufacturing Effectiveness by Dimensions of National Culture: testing Practice-Culture Congruence Hypotheses.” International Journal of Production Economics 153: 1–12. doi:https://doi.org/10.1016/j.ijpe.2014.03.015.
- Lagrosen, Y., and S. Lagrosen. 2019. “Creating a Culture for Sustainability and Quality–A Lean-Inspired Way of Working.” Total Quality Management & Business Excellence : 1–15. doi:https://doi.org/10.1080/14783363.2019.1575199.
- Leite, H., N. Bateman, and Z. Radnor. 2020. “Beyond the Ostensible: An Exploration of Barriers to Lean Implementation and Sustainability in Healthcare.” Production Planning & Control 31 (1): 1–18. doi:https://doi.org/10.1080/09537287.2019.1623426.
- Liker, J. 2004. The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. New York, NY: MacGraw-Hill.
- Liker, J., and G. Convis. 2011. The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development. New York, NY: McGraw Hill.
- Liker, J., and D. Meier. 2007. The Toyota Way: Application Field. Porto Alegre, Brazil: Bookman.
- Liker, J., and M. Rother. 2011. Why Lean Programs Fail. Lean Enterprise Institute. https://http//www.lean.org/common/display/?o=1738S
- Lleo, A., E. Viles, D. Jurburg, and L. Lomas. 2017. “Strengthening Employee Participation and Commitment to Continuous Improvement through Middle Manager Trustworthy Behaviours.” Total Quality Management & Business Excellence 28 (9–10): 974–988. doi:https://doi.org/10.1080/14783363.2017.1303872.
- Lindsay, C. F., M. Kumar, and L. Juleff. 2020. “Operationalising Lean in Healthcare: The Impact of Professionalism.” Production Planning & Control 31 (8): 629–643. doi:https://doi.org/10.1080/09537287.2019.1668577.
- Lucato, W., F. Calarge, M. Junior, and R. Calado. 2014. “Performance Evaluation of Lean Manufacturing Implementation in Brazil.” International Journal of Productivity and Performance Management 63 (5): 529–549.
- Malhotra, N., S. Kim, and M. Patil. 2006. “Common Method Variance in is Research: A Comparison of Alternative Approaches and a Reanalysis of past Research.” Management Science 52 (12): 1865–1883. doi:https://doi.org/10.1287/mnsc.1060.0597.
- Mann, D. 2009. “The Missing Link: Lean Leadership.” Frontiers of Health Services Management 26 (1): 15–26.
- Mann, D. 2010. Creating a Lean Culture: Tools to Sustain Lean Conversions. 2nd ed. New York: Productivity Press.
- Marksberry, P. 2010. “A New Approach in Analysing Social-Technical Roles at Toyota: The Team Leader.” International Journal of Human Resources Development and Management 10 (4): 395–412. doi:https://doi.org/10.1504/IJHRDM.2010.036090.
- Marodin, G., and T. Saurin. 2013. “Implementing Lean Production Systems: Research Areas and Opportunities for Future Studies.” International Journal of Production Research 51 (22): 6663–6680. doi:https://doi.org/10.1080/00207543.2013.826831.
- Marodin, G., A. Frank, G. Tortorella, and D. Fetterman. 2019. “Lean Production and Operational Performance in the Brazilian Automotive Supply Chain.” Total Quality Management & Business Excellence 30 (3-4): 370–385. doi:https://doi.org/10.1080/14783363.2017.1308221.
- Marodin, G., A. Frank, G. Tortorella, and T. Saurin. 2016. “Contextual Factors and Lean Production Implementation in the Brazilian Automotive Supply Chain.” Supply Chain Management: An International Journal 21 (4): 417–432. doi:https://doi.org/10.1108/SCM-05-2015-0170.
- Marodin, G., T. Saurin, G. Tortorella, and J. Denicol. 2015. “How Context Factors Influence Lean Production Practices in Manufacturing Cells.” The International Journal of Advanced Manufacturing Technology 79 (5-8): 1389–1311. doi:https://doi.org/10.1007/s00170-015-6944-2.
- Meyers, L., G. Gamst, and A. Guarino. 2006. Applied Multivariate Research. Thousand Oaks: Sage Publications.
- Montgomery, D. 2013. Design and Analysis of Experiments. New York: Wiley.
- Mossholder, K., N. Bennett, E. Kemery, and M. Wesolowski. 1998. “Relationships between Bases of Power and Work Reactions: The Mediational Role of Procedural Justice.” Journal of Management 24 (4): 533–552. doi:https://doi.org/10.1177/014920639802400404.
- Moyano-Fuentes, J., and M. Sacristán-Díaz. 2012. “Learning on Lean: A Review of Thinking and Research.” International Journal of Operations & Production Management 32 (5): 551–582.
- Negrão, L., M. Godinho Filho, and G. Marodin. 2016. “Lean Practices and Their Effect on Performance: A Literature Review.” Production Planning & Control 28 (1): 1–56. doi:https://doi.org/10.1080/09537287.2016.1231853.
- Negrão, L., A. Lopes de Sousa Jabbour, H. Latan, M. Godinho Filho, C. Chiappetta Jabbour, and G. Ganga. 2020. “Lean Manufacturing and Business Performance: testing the S-Curve Theory.” Production Planning & Control 31 (10): 771–785. doi:https://doi.org/10.1080/09537287.2019.1683775.
- Netland, T., and K. Ferdows. 2014. “What to Expect from a Corporate Lean Program.” MIT Sloan Management Review 55 (3): 83–89.
- Netland, T., J. Schloetzer, and K. Ferdows. 2015. “Implementing Lean: The Effect of Takt Time.” Proceedings of Euroma 2015, Nêuchatel, Switzerland.
- Ohno, T. 1988. Toyota Production System. Portland, OR: Productivity Press.
- Padkil, Fatma, and Karen Moustafa Leonard. 2015. “The Effect of Organizational Culture on Implementing and Sustaining Lean Processes.” Journal of Manufacturing Technology Management 26 (5): 725–743. doi:https://doi.org/10.1108/JMTM-08-2013-0112.
- Pamfilie, R., A. Petcu, and M. Draghici. 2012. “The Importance of Leadership in Driving a Strategic Lean Six Sigma Management.” Procedia - Social and Behavioral Sciences 58: 187–196. doi:https://doi.org/10.1016/j.sbspro.2012.09.992.
- Paro, P., and M. Gerolamo. 2017. “Organizational Culture for Lean Programs.” Journal of Organizational Change Management 30 (4): 584–598. doi:https://doi.org/10.1108/JOCM-02-2016-0039.
- Pedersen, E., and M. Huniche. 2011. “Determinants of Lean Success and Failure in the Danish Public Sector: A Negotiated Order Perspective.” International Journal of Public Sector Management 24 (5): 403–420. doi:https://doi.org/10.1108/09513551111147141.
- Podsakoff, P., S. MacKenzie, J. Lee, and N. Podsakoff. 2003. “Common Method Biases in Behavioral Research: A Critical Review of the Literature and Recommended Remedies.” The Journal of Applied Psychology 88 (5): 879–903. doi:https://doi.org/10.1037/0021-9010.88.5.879.
- Podsakoff, P., and D. Organ. 1986. “Self-Reports in Organizational Research: Problems and Prospects.” Journal of Management 12 (4): 531–544. doi:https://doi.org/10.1177/014920638601200408.
- Prajogo, D., and C. McDermott. 2005. “The Relationship between Total Quality Management Practices and Organizational Culture.” International Journal of Operations & Production Management 25 (11): 1101–1122. doi:https://doi.org/10.1108/01443570510626916.
- Quinn, R., and G. Spreitzer. 1991. “The Psychometrics of the Competing Values Culture Instrument and an Analysis of the Impact of Organizational Culture on Quality of Life. Research in.” Organizational Change and Development 5: 115–142.
- Reis, A., G. Stender, and U. Maruyama. 2017. “Internal Logistics Management: Brazilian Warehouse Best Practices Based on Lean Methodology.” International Journal of Logistics Systems and Management 26 (3): 329–345. doi:https://doi.org/10.1504/IJLSM.2017.081965.
- Rencher, A. 2002. Methods of Multivariate Analysis. New Jersey: Wiley-Interscience.
- Rother, M. 2009. Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results. New York: McGraw-Hill.
- Sawhney, R., and S. Chason. 2008. “Human Behavior Based Exploratory Model for Successful Implementation of Lean Enterprise in Industry.” Performance Improvement Quarterly 18 (2): 76–96. doi:https://doi.org/10.1111/j.1937-8327.2005.tb00334.x.
- Schein, E. 2004. Organizational Culture and Leadership. 3rd ed. San Francisco: Jossey-Bass.
- Seidel, A., T. Saurin, G. Tortorella, and G. Marodin. 2019. “How Can General Leadership Theories Help to Expand the Knowledge of Lean Leadership?” Production Planning & Control 30 (16): 1322–1336. doi:https://doi.org/10.1080/09537287.2019.1612112.
- Sim, K., and J. Rogers. 2008. “Implementing Lean Production Systems: Barriers to Change.” Management Research News 32 (1): 37–49. doi:https://doi.org/10.1108/01409170910922014.
- Sethuraman, K., and J. Suresh. 2014. “Effective Leadership Styles.” International Business Research 7 (9): 165–172. doi:https://doi.org/10.5539/ibr.v7n9p165.
- Shook, J. 2010. “How to Change a Culture: Lessons Learned from NUMMI.” MIT Sloan Management Review 51 (2): 63–68.
- Shah, R., and P. Ward. 2003. “Lean Manufacturing: Context, Practice Bundles, and Performance.” Journal of Operations Management 21 (2): 129–149. doi:https://doi.org/10.1016/S0272-6963(02)00108-0.
- Shah, R., and P. Ward. 2007. “Defining and Developing Measures of Lean Production.” Journal of Operations Management 25 (4): 785–805. doi:https://doi.org/10.1016/j.jom.2007.01.019.
- Sharma, P., and B. Kirkman. 2015. “Leveraging Leaders: A Literature Review and Future Lines of Inquiry for Empowering Leadership Research.” Group & Organization Management 40 (2): 193–237. doi:https://doi.org/10.1177/1059601115574906.
- Spear, S., and H. Bowen. 1999. “Decoding the DNA of the Toyota Production System.” Harvard Business Review 77: 96–108.
- Spear, S. 2004. “Learning to Lead at Toyota.” Harvard Business Review 82 (5): 78–91.
- Spear, S. 2009. Chasing the Rabbit. New York: McGraw-Hill.
- Stentoft, J., and P. Freytag. 2020. “Improvement Culture in the Public Mental Healthcare Sector: Evaluation of Implementation Efforts.” Production Planning & Control 31 (7): 540–556. doi:https://doi.org/10.1080/09537287.2019.1657978.
- Stentoft, A., and F. Vagn. 2013. “Evidence of Lean: A Review of International Peer-Reviewed Journal Articles.” European Business Review 25 (2): 174–205.
- Stone, K. 2012. “Four Decades of Lean: A Systematic Literature Review.” International Journal of Lean Six Sigma 3 (2): 112–132. doi:https://doi.org/10.1108/20401461211243702.
- Suresh, S., J. Antony, M. Kumar, and A. Douglas. 2012. “Six Sigma and Leadership: some Observations and Agenda for Future Research.” The TQM Journal 24 (3): 231–247. doi:https://doi.org/10.1108/17542731211226754.
- Tabachnick, B., and L. Fidell. 2013. Using Multivariate Statistics. Upper Saddle River, NJ: Pearson.
- Taleghani, M. 2010. “Key Factors for Implementing the Lean Manufacturing System.” Journal of American Science 6 (7): 287–291.
- Tezel, A., L. Koskela, and Z. Aziz. 2018. “Lean Thinking in the Highways Construction Sector: Motivation, Implementation and Barriers.” Production Planning & Control 29 (3): 247–269. doi:https://doi.org/10.1080/09537287.2017.1412522.
- Thompson, G., and L. Glaso. 2015. “Situational Leadership Theory: A Test from Three Perspectives.” Leadership & Organization Development Journal 36 (5): 527–544. doi:https://doi.org/10.1108/LODJ-10-2013-0130.
- Tortorella, G., and D. Fettermann. 2018. “Implementation of Industry 4.0 and Lean Production in Brazilian Manufacturing Companies.” International Journal of Production Research 56 (8): 2975–2987. doi:https://doi.org/10.1080/00207543.2017.1391420.
- Tortorella, G., D. Fettermann, M. Anzanello, and R. Sawhney. 2017. “Lean Manufacturing Implementation, Context and Behaviors of Multi-Level Leadership: A Mixed-Methods Exploratory Research.” Journal of Manufacturing Technology Management 28 (7): 867–891. doi:https://doi.org/10.1108/JMTM-06-2017-0128.
- Tortorella, G., D. Fettermann, A. Frank, and G. Marodin. 2018. “Lean Manufacturing Implementation: leadership Styles and Contextual Variables.” International Journal of Operations & Production Management 38 (5): 1205–1227. doi:https://doi.org/10.1108/IJOPM-08-2016-0453.
- Tortorella, G., D. Fettermann, and C. Fries. 2016. “Relationship between Lean Manufacturing Implementation and Leadership Styles.” Proceedings of the 2016 International Conference on Industrial Engineering and Operations Management, Detroit, Michigan, USA, September 23–25, 85–96.
- Tortorella, G., D. Fettermann, G. Marodin, and F. Fogliatto. 2015. “Lean Product Development (LPD) Enablers for Product Development Process Improvement.” In Research Advances in Industrial Engineering, edited by J. Paulo Davim, 31–57. Cham: Springer International Publishing.
- Tortorella, G., and F. Fogliatto. 2017. “Implementation of Lean Manufacturing and Situational Leadership Styles: An Empirical Study.” Leadership & Organization Development Journal 38 (7): 946–968. doi:https://doi.org/10.1108/LODJ-07-2016-0165.
- Tortorella, G., and F. Fogliatto. 2014. “Method for Assessing Human Resources Management Practices and Organisational Learning Factors in a Company under Lean Manufacturing Implementation.” International Journal of Production Research 52 (15): 4623–4645. doi:https://doi.org/10.1080/00207543.2014.881577.
- Tortorella, G., F. Fogliatto, A. Mac Cawley Vergara, O. Luis Gonçalves Quelhas, and R. Sawhney. 2019. “Influence of Team Members’ Characteristics on the Sustainability of Continuous Improvement Initiatives.” Total Quality Management & Business Excellence : 1–17. doi:https://doi.org/10.1080/14783363.2019.1641077.
- Tortorella, G., D. van Dun, and A. de Almeida. 2019. “Leadership Behaviors during Lean Healthcare Implementation: A Review and Longitudinal Study.” Journal of Manufacturing Technology Management 31 (1): 193–215. doi:https://doi.org/10.1108/JMTM-02-2019-0070.
- Tortorella, G., S. Viana, and D. Fettermann. 2015. “Learning Cycles and Focus Groups.” The Learning Organization 22 (4): 229–240. doi:https://doi.org/10.1108/TLO-02-2015-0008.
- Toyota. 2001. The Toyota Way 2001, internal document. April, Toyota Motor Corporation, Toyota City, Nagoya.
- Treville, S., and J. Antonakis. 2006. “Could Lean Production Job Design Be Intrinsically Motivating? Contextual, Configurational, and Levels-of-Analysis Issues.” Journal of Operations Management 24 (2): 99–123. doi:https://doi.org/10.1016/j.jom.2005.04.001.
- van Assen, M. F. 2018. “Exploring the Impact of Higher Management’s Leadership Styles on Lean Management.” Total Quality Management & Business Excellence 29 (11–12): 1312–1341. doi:https://doi.org/10.1080/14783363.2016.1254543.
- van Dun, D., J. Hicks, and C. Wilderom. 2017. “Values and Behaviors of Effective Lean Managers: Mixed-Methods Exploratory Research.” European Management Journal 35 (2): 174–113. doi:https://doi.org/10.1016/j.emj.2016.05.001.
- Wincel, J., and T. Kull. 2013. People, Process, and Culture: Lean Manufacturing in the Real World. Boca Raton: CRC Press.
- Womack, J., and D. Jones. 2003. Lean Thinking: banish Waste and Create Wealth in Your Corporation. London: Simon & Schuster Inc.
- Yadav, V., R. Jain, M. Mittal, A. Panwar, and A. Lyons. 2019. “The Propagation of Lean Thinking in SMEs.” Production Planning & Control 30 (10–12): 854–865. doi:https://doi.org/10.1080/09537287.2019.1582094.
- Zanon, L., T. Ulhoa, and K. Esposto. 2020. “Performance Measurement and Lean Maturity: congruence for Improvement.” Production Planning & Control. doi:https://doi.org/10.1080/09537287.2020.1762136
- Zarbo, R. 2012. “Creating and Sustaining a Lean Culture of Continuous Process Improvement.” American Journal of Clinical Pathology 138 (3): 321–326. doi:https://doi.org/10.1309/AJCP2QY1XGKTSNQF.