Developing the lean attitude: case study of training role at the university

Purpose: This paper investigates how Lean training fosters the Lean attitude among university employees, focusing on the motives and barriers influencing this transformation. Emphasis is placed on understanding the change process, the conditions for its success and its effects. Design/methodology/approach: An integrative literature review and case study approach were employed. Document analysis covered the period from 2017 to 2023. In 2023, an interview questionnaire was conducted among university employees who had participated in Lean training between 2019 and 2023. A total of 38 respondents completed the survey. Data were analysed using content analysis (open and axial coding) and statistical techniques. Findings: Lean training had a positive impact on work attitudes in cognitive, affective and behavioural dimensions. However, due to existing barriers, these changes remained confined to individual workplaces. This limitation negatively affected job satisfaction, willingness to continue working, perceived career development opportunities and sense of agency. Preliminary statistical modelling suggests that the affective dimension of the Lean attitude primarily influences Lean behaviours. Originality: This case study provides novel insights into the development of the Lean attitude through training, an area underexplored in management theory, especially in public universities. The study introduces the Lean Attitude Transformation Model (LATM), tailored to higher education, and supported by a newly developed survey tool. Practical implications: Understanding the mechanisms behind Lean attitude development enables managers to foster a culture of continuous improvement through effective training programmes, eliminating barriers and reinforcing motivation. Research limitations: This study simplifies the attitude concept to illustrate its transformation process clearly. Statistical analyses are preliminary due to the small sample size. Keywords: Lean attitude, Lean management, continuous improvement, training. Category of the paper: Research paper, Case study.