Table 2. Enablers and barriers of the...

Table 2.

Enablers and barriers of the cultural change factors for first-line employees in lean implementation in small- and medium-sized enterprises

Role	Cultural change factors
Enablers	Training, practicing and mentoring (Alefari et al., 2017) Creativity allows high autonomy (de Haan et al., 2012) Leadership, teamwork, innovation and organizational culture (Burawat, 2019; Li et al., 2015) Commitment, communication, work methods and beliefs (Losonci et al., 2011) Employees design lean policies and programs and influence everyday decisions (Marin-Garcia and Bonavia, 2015) Cultural dimensions in high person-centered culture (Cadden et al., 2020; Kull et al., 2014) encompass work environment, communication and trust (Dora et al., 2016) Enhancing employee awareness of lean benefits (Eswaramoorthi et al., 2011) Countries with low performance and future orientation, lower assertiveness and high uncertainty avoidance (Kull et al., 2014)
Barriers	Lack of understanding of lean benefits, job-related strain and job ambiguity (Bergquist and Westerberg, 2014) Perceiving lean as additional work (Burawat, 2019) Excessive participation (Brännmark and Holden, 2013) Lack of awareness of health and safety procedures – poor working conditions (Alkhoraif and McLaughlin, 2018) Lack of worker empowerment (Bruno and Jordan, 2002; Lewchuk and Robertson, 1996)

Role	Cultural change factors
Enablers	Training, practicing and mentoring (Alefari et al., 2017)Creativity allows high autonomy (de Haan et al., 2012)Leadership, teamwork, innovation and organizational culture (Burawat, 2019; Li et al., 2015)Commitment, communication, work methods and beliefs (Losonci et al., 2011)Employees design lean policies and programs and influence everyday decisions (Marin-Garcia and Bonavia, 2015)Cultural dimensions in high person-centered culture (Cadden et al., 2020; Kull et al., 2014) encompass work environment, communication and trust (Dora et al., 2016)Enhancing employee awareness of lean benefits (Eswaramoorthi et al., 2011)Countries with low performance and future orientation, lower assertiveness and high uncertainty avoidance (Kull et al., 2014)
Barriers	Lack of understanding of lean benefits, job-related strain and job ambiguity (Bergquist and Westerberg, 2014)Perceiving lean as additional work (Burawat, 2019)Excessive participation (Brännmark and Holden, 2013)Lack of awareness of health and safety procedures – poor working conditions (Alkhoraif and McLaughlin, 2018)Lack of worker empowerment (Bruno and Jordan, 2002; Lewchuk and Robertson, 1996)

Role

Cultural change factors

Enablers

Training, practicing and mentoring (Alefari et al., 2017)Creativity allows high autonomy (de Haan et al., 2012)Leadership, teamwork, innovation and organizational culture (Burawat, 2019; Li et al., 2015)Commitment, communication, work methods and beliefs (Losonci et al., 2011)Employees design lean policies and programs and influence everyday decisions (Marin-Garcia and Bonavia, 2015)Cultural dimensions in high person-centered culture (Cadden et al., 2020; Kull et al., 2014) encompass work environment, communication and trust (Dora et al., 2016)Enhancing employee awareness of lean benefits (Eswaramoorthi et al., 2011)Countries with low performance and future orientation, lower assertiveness and high uncertainty avoidance (Kull et al., 2014)

Barriers

Lack of understanding of lean benefits, job-related strain and job ambiguity (Bergquist and Westerberg, 2014)Perceiving lean as additional work (Burawat, 2019)Excessive participation (Brännmark and Holden, 2013)Lack of awareness of health and safety procedures – poor working conditions (Alkhoraif and McLaughlin, 2018)Lack of worker empowerment (Bruno and Jordan, 2002; Lewchuk and Robertson, 1996)

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