The purpose of this paper is to know, from a three-dimensional perspective (operational, emotional and behavioral), the process of “putting down roots” related with the implementation of Kaizen until it becomes sustainable. The research aims to know how this “putting down roots” process is carried out, what transformations occur, what elements are involved and what role they represent in achieving sustainability.
For this purpose, a methodology based on the case study has been used, an interpretive approach to reality has been adopted as a paradigm and the Grounded Theory has been applied as an analytical technique.
The results suggest the existence of a transformation process that leads to creating new habits, beliefs and feelings, a phenomenon that the authors identify as a three-dimensional learning process (operational, emotional and behavioral).
This type of learning is perceived as a transition toward an organizational culture that ensures the roots of the Kaizen principles, which is essential for its sustainability and which favors the creation of talent and the well-being of employees, two challenges that the Kaizen of the twenty-first century must face.
The document includes innovative contributions to the Kaizen sustainability phenomenon, as it is dealt with from a three-dimensional perspective that underlies the inhibitors and enablers known in the current literature.
