Lean implementation in the public service institution in Lithuania: a study of employee responses to experimental modernization of management
ENThe literature on major macro level reforms and policy making in Central and Eastern Europe has been wide-ranging. However, research at the organisational level, most notably, on improving management and organisational efficiency of public sector institutions by transferring and applying modern management tools from private sector, in this region, has received only limited attention and constitutes a significant research void. This research presents probably a first study of lean initiative in a government agency. Specifically, by drawing on Oreg, Bartunek, Lee, and Do (2016) modified framework, we study critical encounters in the implementation process charged with emotions and identify key factors, triggering emotions of lean initiative participants, which we argue generate both negative and positive behavioural responses towards lean thinking inspired change. The key contribution lies in propositions, which link contextual factors and participant emotions to the types of behavioural responses to radical organisational change.
