Abstract
This study examines the interplay between digital lean methods, the perceived lean degree and the digital process innovation behaviour of employees. By analysing survey data from different industries and roles, we present comprehensive insights into the relationship between digital lean methods and employee-driven innovation. Specific digital lean methodology categories show nuanced effects on digital process innovation behaviour. Although the perceived degree of lean has a positive effect on innovation, mediation analyses show that only the lean categories ‘process and equipment’ and ‘human resources’ significantly influence this relationship through mediation. In terms of practical implications, these findings highlight the importance of tailoring implementation strategies and improving employee perceptions. The study extends theoretical understanding by highlighting the role of actual perceptions and calls for future research to explore the specific lean categories and their different effects on digital process innovation behaviour in greater detail.
Published Version
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