Πρακτικές και στρατηγικές λιτής διαχείρισης (lean management) και εξοικονόμησης πόρων σε δημόσιες επιχειρήσεις
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Abstract
In the last decade, the worldwide economic recession has created numerous challenges in the Public Sector of Greece, which in turn affect the sustainability of public enterprises. Overall, there is a high pressure to increase productivity and reduce operating costs. The need to adapt to the new environment is pushing public organizations to implement Lean Management strategies in accordance with Private Sector standards. However, the limited budget, public deficits and debts, bureaucratic culture, political dependence and lack of transparency present several issues. These pose a serious threat to successful implementation of Lean practices in the long – run.
Lack of relevant research and dichotomous role of public service organization make this study special. On the one hand, they are subject to certain legislation and regulations while receiving public benefits and on the other hand they operate in a highly competitive environment. An additional contribution of this research is the establishment of a competent philosophy of Lean Management consistent with the special characteristics of public companies. Not only will this assist economic growth, but also the entire reform of the Greek Public Sector.
Consequently, this challenge is being addressed by exploring and highlighting the best Lean practices and strategies, which are successfully being employed in Western countries with aim to reduce waste and increase organizational performance of public enterprises. The research method of this dissertation consists of a combination of primary and secondary data collection techniques. In particular, qualitative research and systematic literature review were undertaken to identify the most important Critical Success Factors (CSFs) for prosperous integration of Lean Management principles in the Public Sector. Additionally, quantitative research was employed on a sufficient sample of public employees in order to investigate the interaction effect of Change Management on the relationship between CSFs and successful Lean Transformation. Finally, the impact of Lean Management on Organizational Performance indicators are examined.
Qualitative findings from top executives of Greek Public Power Corporation S.A. (PPC S.A.) showed that the implemented resource saving system does not produce desired outcomes. Although there are sufficient internal communication, change management team, and quality management practices, as well as business process reengineering towards new technologies (digital transformation), various pathogens prevent the smooth integration of Lean Management. These barriers concern lack of systematic training, engaged top management and Lean strategy, as well as the appearance of strong bureaucratic culture. Lack of transparency, dull business plans, and high levels of employee resistance to change also lead to high failure rates.
Quantitative findings from a sample of 343 public employees of PPC S.A. and EYDAP S.A. illustrated that the most important CSFs that have a positive impact on successful Lean Transformation are Effective Communication, flexible Organizational Infrastructure, Customer Focus, Linking Lean to Suppliers, Business Plan and Vision, competent Change Management, Top Management Support and Commitment, Training and Education, as well as Selection of Staff. On the contrary, the existence of a bureaucratic Organizational Culture has a negative effect on successful integration of Lean Management. Furthermore, it was found that Change Management strengthens the positive relationship between Effective Communication, Organizational Infrastructure, Business Plan and Vision, Top Management Support and Commitment, Training and Education, as well as Lean Transformation. Finally, satisfactory organizational transformation towards Lean Management principles has a positive effect on Market, Environmental and Financial Performance.
Based on the aforementioned, top management of public service organizations could promote an organizational learning culture in order to enforce acceptance to new organizational practices and working conditions. They could also be role-models of change with aim to motivate employees and effectively communicate the need for transformation towards Lean Management principles. Moreover, public organizations are recommended to establish efficient reward systems and training programs regarding Lean techniques. Last but not least, a comprehensive change program could raise awareness and inform employees about innovative work practices.
Important limitations of this study are the utilization of a convenience sample and the strict focus on Greek public organizations operating in a competitive environment. Therefore, generalizations for the entire research population, including enterprises in the private and wider public sector, should be avoided. This is explained by the fact that they differ in terms of organizational culture, as well as structural and functional characteristics. Finally, several suggestions are made for future research, emphasizing the role of digital transformation and bureaucratic culture of public organizations on the successful implementation of Lean Management.
Department
Σχολή Οικονομικών, Επιχειρηματικών και Διεθνών Σπουδών. Τμήμα Οικονομικής ΕπιστήμηςNumber of pages
411Language
GreekCollections
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Attribution-NonCommercial-NoDerivatives 4.0 Διεθνές
Attribution-NonCommercial-NoDerivatives 4.0 Διεθνές