Lean vs agile from an organizational sustainability, complexity and learning perspective

Abstract

Purpose

This editorial aims to introduce the theme of the special issue: “Lean vs agile from an organizational sustainability, complexity and learning perspective”.

Design/methodology/approach

The methodology of the editorial is that of a survey. In the first part it presents the relevance of the theme and in the second part it presents the papers included in the special issue, including their themes, findings and novel contributions.

Findings

The individual findings by the papers present significant new contributions in a deeper insight of the “lean” and “agile” philosophies, or approaches in, and to, organizations. It could be noticed that the controversies of the issue “lean vs. agile” still remain. However, it could be said that an eventual further investigation in the phenomenology of “lean” and “agile” will be more informed after consideration of the results presented in this special issue.

Research limitations/implications

Further investigation should be undertaken on a more abstract “level” of the theories of “lean” and “agile” and their mutual relationship, such as theories about the internal processes of “lean”/“agile” users, general “lean”/“agile” theories, epistemology of “lean”/“agile”, and ontology of “lean”/“agile”, and relationship with learning organization and chaordic organization.

Practical implications

Readers, both theoreticians and practitioners, will find in this editorial a “guide” to the issues of their interest concerning the valuable explanations, ideas and tools, presented in the special issue, for both concrete applications in enterprises and organizations, and for further research and development of learning, complex and sustainable organizations, and towards new ideas and insights generation.

Originality/value

This editorial presents an analysis of the special issue on “lean vs agile”, contributing to the higher levels of the theories of “lean” and “agile” and their mutual relationship, namely to the theories about the internal processes of “lean”/“agile” users, general “lean”/“agile” theories, and epistemology of “lean”/“agile”.

Citation

Putnik, G.D. (2012), "Lean vs agile from an organizational sustainability, complexity and learning perspective", The Learning Organization, Vol. 19 No. 3, pp. 176-182. https://doi.org/10.1108/09696471211219859