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Causal ambiguity in lean production implementation in Malaysia

Shamsudin, S. and Mohd. Radzi, N. I. and Othman, R. (2016) Causal ambiguity in lean production implementation in Malaysia. Journal of Asia-Pacific Business, 17 (3). pp. 249-266. ISSN 1059-9231

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The success of the lean production system in Japan has led other companies to attempt to adopt it. Yet lean production system initiatives have seen a low success rate. This study draws on the theory of causal ambiguity and its role in the transfer of knowledge to argue that causal ambiguity can impede interfirm transfer of knowledge during lean production system implementation. The authors argue that causal ambiguity undermines motivation during lean production system implementation. Several variables are proposed as moderating the relationship. The findings of a survey are presented here.

Item Type:Article
Uncontrolled Keywords:implementation process, knowledge, manufacturing, production system, Japan, Malaysia
Subjects:T Technology > TS Manufactures
Divisions:Malaysia-Japan International Institute of Technology
ID Code:71593
Deposited By: Widya Wahid
Deposited On:16 Nov 2017 08:34
Last Modified:16 Nov 2017 08:34

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