Title: The implementation of innovative manufacturing practices: is it a choice or pressure?: A relative case study

Authors: Farhana Ferdousi; Amir Ahmed; Arun Kumar Sangaiah

Addresses: Department of Accounting and Corporate Governance, Macquarie University, North Ryde, Sydney, NSW2709, Australia ' Sydney WaterEnviro, Sydney, Australia ' School of Computer Science and Engineering, VIT University, Vellore, India

Abstract: Using the institutional theory, this study follows a case study approach in examining the influence of institutional pressures in the implementation of lean manufacturing (LM) practices in an apparel firm. Findings reveal that the implementation decision of LM in the case firm was the consequences of mimetic and normative pressures. The competition and the success of other firms led the case company to imitate the LM practices including pull production, Kanban, Kaizen, 5S which are attributed as mimetic pressures. Normative pressures arose from the culture, top management support, and training. Findings also reveal that the firm achieved improvements in performance. This study is contributing to the institutional literature through providing insights into the pressures that influence the implementation decisions of innovative manufacturing practices within the firm. The findings will assist managers of apparel firms to adapt with pressures that influence the implementation of manufacturing practices.

Keywords: lean manufacturing; institutional pressures; case study; innovative practices; apparel industry; clothing industry; garment industry; performance improvement; institutional theory; waste; developing countries; innovation; pull production; kanban; kaizen; 5S; mimetic pressures; normative pressures; organisational culture; top management support; training.

DOI: 10.1504/IJIE.2016.076078

International Journal of Intelligent Enterprise, 2016 Vol.3 No.2, pp.170 - 183

Received: 30 Nov 2015
Accepted: 28 Jan 2016
Published online: 22 Apr 2016 *

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