engleski

The impact of operational intellectual capital on lean practices

The purpose of this study is to investigate how synergies between operational intellectual capital (OIC) and lean practices emerge. In particular, the authors explore three knowledge based resource dimensions: human capital (HUC), structural capital (STC) and social capital (SOC). This study aims to examine a research framework relating knowledge-based resources, lean practices and operational performance. Our findings highlight the importance of leveraging a system of complementary knowledge based resource dimensions and addresses the need for the reformulation of lean implementation theory in terms of the emergent knowledge-based view of the firm.

Operational intellectual capital, Lean practices and Resource based theory

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