Statistical finding and theoretical interpretation
| Statistical finding | Theoretical interpretation (discussion) |
|---|---|
| Training hours () and Leadership () strongly predict performance | Validates the Socio-Technical Systems perspective |
| The confusion matrix reports an 84% predictive accuracy for lean improvements | Confirms lean tools effectively stabilize predictable operational routines in volatile supply chains |
| Qualitative risk of “lean fatigue” and “superficial implementation” | Illustrates failed Dynamic Capabilities when treating lean as temporary cost-cutting rather than embedded routine transformation |
| Statistical finding | Theoretical interpretation (discussion) |
|---|---|
| Training hours ( | Validates the Socio-Technical Systems perspective |
| The confusion matrix reports an 84% predictive accuracy for lean improvements | Confirms lean tools effectively stabilize predictable operational routines in volatile supply chains |
| Qualitative risk of “lean fatigue” and “superficial implementation” | Illustrates failed Dynamic Capabilities when treating lean as temporary cost-cutting rather than embedded routine transformation |
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