A lean management perspective on digital transformation: the role of culture in technology adoption

Purpose In the digital era, studying how employees interact with technology and what the role of management can be to foster this interaction are of the utmost strategic importance. In this sense, the purpose of this study is to measure the impact measure the impact of a lean-digital organisational culture, characterized by traits such as open communication and employee empowerment, on the intention to use Industry 4.0 technologies. Design/methodology/approach This research draws on socio-technical systems and technology acceptance theories to analyse and measure people's attitudes and behaviours towards digital transformation supported by lean principles. A comprehensive review of the literature led to the construction of a research model that highlights the intention to use digital technologies as a composite construct of effort expectancy, performance expectancy and social influence moderated by user resistance and anxiety. A three-month empirical survey of Greek organisations collected 452 useable responses from employees in various roles. The validity of the integrated measurement model was then tested using partial least squares structural equation modelling. Findings The results show a significant positive relationship between a lean-digital organizational culture and the intention to technology use. Importantly, this culture also has a significant negative effect on inhibitors such as anxiety and resistance. The study's findings may be influenced by the specific country context, so future research could test the model in other locations to increase generalisability. Practical implications From a practical viewpoint, the validated model provides decision-makers with a foundation for developing targeted action plans to facilitate technology adoption. Managers can use the findings to proactively address employee fears and empower them as problem-solvers, providing clear guidance on how to rectify cultural deficiencies. Originality/value This study is pioneering in its integration of a lean-digital culture into the technology acceptance framework. The proposed model is the first to integrate the lean and digital dimensions of organisational culture into a key factor affecting the intention to use I4.0 technologies. Furthermore, this intention is identified as having both positive (expectancy and influence) and negative (inhibiting) factors.