This study examines the impact of lean production on operational performance and assesses the role of organizational culture as a critical contextual variable in this impact. The purpose of the study is to investigate how the dimensions of organizational culture (clan culture, adhocracy culture, hierarchy culture and market culture) regulate this effect by evaluating the impact of lean production on operational performance. It is emphasized that organizational culture is a determining factor in the relationship between lean production and operational performance and that this effect may differ depending on the cultural structure of the organization.
In this study, manufacturing organizations in Turkiye that are engaged in lean production were selected as the population. A total of 112 lean production companies from the manufacturing sector participated. The survey technique was used for data collection. The moderator effect analysis was conducted using structural equation modelling with the Analysis of Moment Structures 24 statistical package.
The results of the study show that organizational culture is an important factor for organizations to adopt and sustain lean production processes. In particular, organizations with hierarchical and market cultures can improve their operational performance by integrating lean practices according to their cultural structure. Hierarchical cultures promote disciplined and consistent lean implementation, while market cultures foster a competitive, results-driven environment that maximizes lean efficiency. These findings highlight the importance of adapting lean strategies to fit the organizational culture for performance improvements.
This study is limited by its cross-sectional design, which restricts causal inferences. In addition, the findings are based on survey data from Turkish manufacturing firms, which may limit generalizability. Future research could explore these relationships using longitudinal data and expand to different industry contexts.
The findings suggest that aligning lean production with a strong organizational culture, particularly hierarchical and market-oriented cultures, enhances operational efficiency. Managers should focus on cultural adaptation strategies to improve lean implementations and sustain performance improvements.
This study contributes to the limited literature on the moderating role of organizational culture in the relationship between lean production and operational performance. By examining different types of culture (clan, adhocracy, hierarchy and market) within the context of lean production practices, it offers an in-depth perspective on how cultural adaptation shapes the effectiveness of lean practices. The findings highlight the importance of aligning lean strategies with organizational culture, providing valuable insights into long-term performance improvement, and opening several avenues for future research.
