The role of Lean for reconciling performance paradoxes in operations and supply chains management

Diego A. J. Pacheco (), José Antonio Valle Antunes (), Isaac Pergher () and Mihai Vrîncuț ()
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Diego A. J. Pacheco: School of Business and Social Science, Department of Business Development and Technology
José Antonio Valle Antunes: University of Sinos Valley
Isaac Pergher: Federal University of Pernambuco
Mihai Vrîncuț: Bucharest University of Economic Studies

Operations Management Research, 2025, vol. 18, issue 1, No 7, 144-163

Abstract: Abstract The decision-making processes in operations and supply chain management (OSCM) activities often impose tensions that challenge companies to deal with conflicting performance objectives, resulting in several operational performance paradoxes. However, despite timely concern and the substantive relevance and impact of these paradoxes, several questions remain unanswered about how operational practices, such as Lean, can assist companies in mitigating the effects of these paradoxes. This study investigated how Lean practices can assist companies in reconciling conflicting operational performance objectives in OSCM. Qualitative and quantitative methods were employed during the research, including a qualitative Delphi panel, followed by a quantitative Delphi survey with Lean experts and subsequent statistical analyses to test the hypothesis examined. Findings provide additional evidence to the theory about the role of Lean practices in reconciling conflicting performance objectives in OSCM, enabling companies to embrace contradictions against performance paradoxes. First, this study advances knowledge about the influence of the Lean bundles on operational performance objectives. Second, we show which performance objectives are most impacted by the respective Lean practices and those that are non-significant over the performance objectives more accurately. Third, a multidimensional three-level framework that is lean-oriented is drawn from the findings, assisting companies and OSCM decision-makers in managing operational performance tensions. Fourth, the study informs companies to make more accurate predictions when examining their current process improvement programs and find alternatives to address operational performance tensions. This article offers original insights that help to bridge the theory and practice, improving our understanding of the role of Lean in subsidy decisions against contradictory performance objectives in OSCM. Finally, the study contributes to decision-making in OSCM, providing detailed and actionable insights to managers to cope with performance paradoxes.

Keywords: Lean; Operations Management; Supply Chain Management; Operational performance; Lean practices; Paradox performance; Organizational performance (search for similar items in EconPapers)
Date: 2025
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DOI: 10.1007/s12063-024-00531-y

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