Theorizing Lean as a Socio-Technical System: Examining the Reciprocal Interactions between Lean Social and Technical Subsystems

Lean enhances efficiency and supports continuous improvement. However, the dynamic interaction between its social (soft) and technical (hard) subsystems remains insufficiently explored. Existing research has largely examined these subsystems in isolation which this study addresses by examining their interaction as a balanced socio-technical system (STS) at multiple performance levels. Adopting a socio-technical systems theoretical lens, we used the ‘antecedents-phenomenon-consequences’ process logic to operationalize the interplay between the social and technical subsystems of Lean by conducting a critical and systematic review of 58 peer-reviewed empirical studies. This analysis led to the development of three process theory models, from which three propositions have been derived, highlighting the reciprocal interactions between these subsystems. First, paradoxical and dialectical tensions are inherent in the Lean technical subsystem, limiting its contributions at the individual, group, and organizational levels. Second, the Lean social subsystem, which comprises employee empowerment, training, work design, cross-functional collaboration, and management involvement, addresses these tensions. Third, Lean, as a symbiotic socio-technical system, fosters synergies that enhance operational performance, bolster dynamic capabilities, and drive process innovation. For practitioners, this study offers actionable insights into balancing the social and technical aspects of Lean to effectively manage tensions and achieve performance gains.