This research examines the mediating role of resilience abilities development on the effect of Lean Production (LP) implementation on manufacturers' operational performance during the COVID-19 pandemic. A survey with 216 practitioners from different Australian companies was conducted, assessing their level of LP implementation, resilience development, and operational performance. We framed our investigation using concepts from the Resource-Based View theory. Findings indicate that the development of resilience abilities positively mediates the relationship between certain LP practices and operational performance in the face of a disruptive event, such as the COVID-19 pandemic. Nevertheless, the internally related LP practices involved in such mediation may differ according to the purpose of the resilience abilities developed by companies, i.e., anticipate/monitor or adapt/restore. Due to the disruptions resulting from the COVID-19 pandemic, the development of resilience in organizations and supply chains has increased in relevance. In theory, some strategies to enhance resilience (e.g., increase slack resources) might conflict with LP practices and principles. The scarcity of empirical evidence raises questions about the generalizability of existing indications, and the lack of consensus on the relationship between LP implementation and organizational resilience development constitutes a relevant research gap. The manufacturing industry is an important sector of the Australian economy. However, during the COVID-19 pandemic, the Australian government has imposed severe social distancing measures and business restrictions, with direct implications for the manufacturing capacity. Thus, understanding how the development of LP-based organizational resilience could contribute to better operational performance in this sector during severe disruptive events becomes fundamental to better preparing for future occurrences.
Lean Production-Based Organizational Resilience and Operational Performance of Manufacturers During Disruptive Events
Galeazzo, Ambra;Furlan, Andrea;
2025
Abstract
This research examines the mediating role of resilience abilities development on the effect of Lean Production (LP) implementation on manufacturers' operational performance during the COVID-19 pandemic. A survey with 216 practitioners from different Australian companies was conducted, assessing their level of LP implementation, resilience development, and operational performance. We framed our investigation using concepts from the Resource-Based View theory. Findings indicate that the development of resilience abilities positively mediates the relationship between certain LP practices and operational performance in the face of a disruptive event, such as the COVID-19 pandemic. Nevertheless, the internally related LP practices involved in such mediation may differ according to the purpose of the resilience abilities developed by companies, i.e., anticipate/monitor or adapt/restore. Due to the disruptions resulting from the COVID-19 pandemic, the development of resilience in organizations and supply chains has increased in relevance. In theory, some strategies to enhance resilience (e.g., increase slack resources) might conflict with LP practices and principles. The scarcity of empirical evidence raises questions about the generalizability of existing indications, and the lack of consensus on the relationship between LP implementation and organizational resilience development constitutes a relevant research gap. The manufacturing industry is an important sector of the Australian economy. However, during the COVID-19 pandemic, the Australian government has imposed severe social distancing measures and business restrictions, with direct implications for the manufacturing capacity. Thus, understanding how the development of LP-based organizational resilience could contribute to better operational performance in this sector during severe disruptive events becomes fundamental to better preparing for future occurrences.
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