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The purpose of this paper is to examine the relationship between top management support, project mission (PM), synergy and project management effectiveness (PME) in the Malaysian local councils. It also attempts to analyze the relative importance and performance of the predictor constructs on the target construct for managerial actions.

Primary data based on 169 respondents were collected and analyzed using PLS-SEM to assess validity, reliability, hypothesis testing and importance-performance matrix analysis (IPMA) of the study constructs.

PM and synergy were found to be significantly and positively associated with PME. However, top management support was not related to PME. Synergy has the highest relative importance level in influencing PME and it is regarded as the most relevant construct for managerial actions.

This study examines the significant factors that contribute to the effectiveness of project management in the local councils. It forms a basis for other state local councils to emulate the research model and compare the findings among different project teams in different locations.

The IPMA identifies synergy as a primary important construct for project management activities. It explains PME is linked with extensive collaboration, inter-departmental relations, interpersonal coordination and close liaisons.

This study is among the few that examines factors influencing PME in the Malaysian local councils. Inclusion of synergy as one of the predictor constructs will definitely help to improve the well-functioning and coordination of the project.

This paper aims to examine the role of rational culture in the relationship between lean manufacturing practices and operational productivity in the machinery and equipment industry.

This study uses a cross-sectional quantitative approach to conduct the research. Using an online survey questionnaire, 118 responses were collected. SPSS was used to assess validity, reliability and hypothesis testing of the study variables. Hierarchical regression analysis was employed to investigate the moderating effects of rational culture.

The study results reveal that quick setup and quality control were significantly related to operational productivity. Rational culture was a significant quasi-moderator.

This study highlights the importance of quick setup and quality control for machinery and equipment firms to gain higher operational productivity. Rational culture could be used to drive the firms toward greater achievements in this regard.

The use of rational culture as a quasi-moderator in the relationship between lean manufacturing practices and operational productivity is unprecedented. This study offers new findings by introducing the role of rational culture to enhance the effects of lean manufacturing practices on operational productivity.

The study aims to explore how lean research and development (R&D) tools and techniques (T&T: i.e. R&D hard practices) affect the relationship between lean R&D soft practices and organization performance within R&D-based manufacturing firms in Malaysia.

The current study is a quantitative study that utilized an online survey questionnaire for data collection. Data were collected based on a cross-sectional survey of R&D managers from 102 R&D-based manufacturing firms in Malaysia. Structural equation modeling (SEM) was used to test the impact of lean R&D soft and hard practices on firms' performance.

As per the study findings, it was determined that T&T of lean R&D was significant mediator in the relationship between lean R&D soft practices (i.e. managerial practices, transformational leadership, financial capability and supplier involvement) and R&D firms' performance.

The study delivers an important message to R&D companies that lean practices could be applied in R&D environments to drive organization performance.

The study extends the knowledge regarding lean principles and framework beyond the domains of production and services. The study offers new conceptual contribution in term of lean principles and framework in R&D environments by introducing the role of lean R&D tools and technique to enhance the effects of lean R&D practices on organization performance.