This paper aims to examine how Kaizen-based employee engagement management programmes (EEMPs) are implemented in culturally distinct contexts. It aims to understand how managerial practices and national culture influence employee participation in Lean initiatives, focusing on units of a multinational company in Brazil and China.
A qualitative, multiple-case study design was used, combining document analysis, on-site observations and semistructured interviews with shop floor workers in both subsidiaries. A conceptual framework comprising 19 Kaizen-based management practices guided data collection and analysis. Triangulation was used to ensure validity, and cultural interpretation was supported by Hofstede’s dimensions.
Although both units adopted similar EEMP structures, their implementation diverged in terms of participation scope, feedback quality, leadership commitment and integration with other Lean tools. The Brazilian unit showed greater formal adherence to Kaizen principles but faced engagement challenges due to unclear communication and evaluation inconsistencies. In contrast, the Chinese unit, despite a more limited programme scope, exhibited stronger alignment with collectivist norms and localized adaptations that supported participation. Organizational readiness, not just cultural distance, proved essential to Kaizen effectiveness.
This study contributes to the Lean and employee engagement literature by offering a cross-cultural comparison of EEMPs grounded in real-world Kaizen practices. It introduces a practical framework of 19 management practices for assessing Kaizen maturity and highlights how organizational and cultural factors interact to shape Lean outcomes. The findings offer actionable insights for managers implementing engagement programmes in multinational environments.
