Perfect couple or toxic relationship? A meta‐analysis of the effects and interplays of lean and agile strategies to improve performance

Abstract

AbstractBoth lean and agile practices have emerged as dominant organizational strategies to improve supply chain and firm performance. In addition, combinations of lean and agile, so‐called leagile practices, have developed. Most extant studies have tested the effects of specific subsets of lean, agile, or leagile practices on performance. This study proposes a comprehensive framework to investigate the complementary versus mutually exclusive performance gains of lean, agile, and leagile practices and their combinations. We review the literature and conduct a meta‐analysis of 127 empirical studies, yielding a total of 969 effect sizes across 30,741 firms. Our results indicate support for the positive link between lean, leagile, and agile practices and firm performance. Further analyses provide support for some aspects of cumulative capability theory, while others support aspects of trade‐off theory. We thereby enlighten the discourse about the cumulative and comparative effects of lean, leagile, and agile leveraging our comprehensive framework of practices. Specifically, our contribution identifies practice combinations that can be considered more valuable performance enhancers than others. Furthermore, our research guides managers on aligning and adapting lean, leagile, and agile practices with their firms' strategic priorities and performance goals. Finally, we showcase areas that require additional empirical investigation.