Effect of lean implementation on team psychological safety and learning

Abstract

Purpose

Frontline teams are at the centre of lean transformations, but the teams also transform as they implement lean. This study examines these changes and seeks to understand how lean relates to team psychological safety and learning.

Design/methodology/approach

This research setting is the Romanian division of a leading European energy company. The authors collected team-level audit and survey data, which the authors used to test the effect of lean implementation on team psychological safety and learning. The authors’ team-level data are complemented with qualitative interviews conducted with team members and headquarters leaders.

Findings

The results of the regression analyses show that leanness is positively associated with team psychological safety, which is in turn positively associated with learning. Thus, this research provides evidence that leanness – mediated by team psychological safety – increases team learning.

Practical implications

Lean changes team dynamics and learning positively by ensuring and promoting an emotionally sound work environment with clear team structures, an appropriate level of autonomy, and strong leadership.

Originality/value

This paper contributes evidence of important psychological mechanisms that characterise team-level lean implementation. Particularly, the authors highlight how team psychological safety mediates the relationship between leanness and team learning.

Citation

Fenner, S.V., Arellano, M.C., von Dzengelevski, O. and Netland, T.H. (2023), "Effect of lean implementation on team psychological safety and learning", International Journal of Operations & Production Management, Vol. 43 No. 2, pp. 308-331. https://doi.org/10.1108/IJOPM-04-2022-0238