Managers’ attitudes as a critical success factor of kaizen
| dc.contributor.author | Todorovic, Mirjana | |
| dc.contributor.author | Cupic, Milan | |
| dc.contributor.author | Jovanovic, Dejan | |
| dc.contributor.other | Ekonomická fakulta | cs |
| dc.date.accessioned | 2024-06-05T08:49:24Z | |
| dc.date.available | 2024-06-05T08:49:24Z | |
| dc.description.abstract | The purpose of our study is to examine the manager’s attitudes towards different aspects of kaizen, their commitment to the idea of kaizen, and their attitudes towards the motivation and participation of employees. We use a questionnaire to investigate the attitudes of 124 managers – 62 economists and 62 engineers, from 62 manufacturing companies operating in Serbia. We employ exploratory factor analysis (EFA) and Mann-Whitney’s U test. We find a moderate level of managers’ agreement with the statements on the importance and effects of kaizen, and a relatively low level of agreement with the statements on employees’ participation and motivation. Using the EFA, managers’ attitudes are grouped into three areas requiring attention – perceived kaizen effects, employees’ development and motivation, and employees’ participation. Finally, we find that economists and engineers do not differ in their attitudes towards kaizen, which indicates their similar and common attitudes towards certain aspects of kaizen. We contribute to the literature by examining managers’ attitudes towards the critical success factors of kaizen implementation and identifying the areas requiring more attention from the managers to support the social aspects of kaizen implementation and effects. Our results should change the perceptions of managers and contribute to the development of a new approach that involves more active and effective managers’ participation in the kaizen implementation. Our results can also be beneficial to practitioners seeking to implement and use kaizen more efficiently in their companies. Although our study does not consider the direct impact of a specific economic environment on kaizen implementation, it can be beneficial to companies in emerging and transitioning economies similar to Serbian. | en |
| dc.format | text | |
| dc.identifier.doi | 10.15240/tul/001/2024-2-005 | |
| dc.identifier.eissn | 2336-5604 | |
| dc.identifier.issn | 1212-3609 | |
| dc.identifier.uri | https://dspace.tul.cz/handle/15240/175205 | |
| dc.language.iso | en | |
| dc.publisher | Technická Univerzita v Liberci | cs |
| dc.publisher | Technical university of Liberec, Czech Republic | en |
| dc.publisher.abbreviation | TUL | |
| dc.relation.ispartof | Ekonomie a Management | cs |
| dc.relation.ispartof | Economics and Management | en |
| dc.relation.isrefereed | true | |
| dc.rights | CC BY-NC | |
| dc.subject | Kaizen | en |
| dc.subject | perceived kaizen effects | en |
| dc.subject | manager’s attitudes | en |
| dc.subject | manager’s commitment | en |
| dc.subject | critical success factors | en |
| dc.subject.classification | M11 | |
| dc.subject.classification | M12 | |
| dc.subject.classification | M54 | |
| dc.title | Managers’ attitudes as a critical success factor of kaizen | en |
| dc.type | Article | en |
| local.access | open | |
| local.citation.epage | 86 | |
| local.citation.spage | 69 | |
| local.faculty | Faculty of Economics | |
| local.filename | EM_2_2024_5 | |
| local.fulltext | yes | |
| local.relation.abbreviation | E+M | cs |
| local.relation.abbreviation | E&M | en |
| local.relation.issue | 2 | |
| local.relation.volume | 27 |
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