Integrating lean and high-involvement HRM strategies in driving sustainability of family-owned businesses: using two-way SEM-ANN approach

Purpose This study explores integrating Lean management and high-involvement HRM (HIHRM) practices within the Pakistani textile sector. In this domain, traditional family-owned business structures and entrenched cultural norms present unique challenges to modern management practices. This study also discussed the organizational culture (OC) as a potential moderator to strengthen the impact of Lean and HIHRM practices on operational performance (OP). Design/methodology/approach Convenient and snowball sampling was used to gather information from 275 operational managers, general managers, HIHRM specialists and other supervisors employed in family-owned organisations in the textile sector. Data were analyzed using structural equation modeling-artificial neural networks (SEM-ANN). Findings The study’s results identify OP as a crucial mediator between HIHRM practices, Lean practices and firm performance (FP). Additionally, the study highlights the noteworthy role of OC in amplifying the impact of Lean and HIHRM practices on OP. Originality/value This research marks the first exploration of the proposed framework within family-owned businesses. The research offers an enriched understanding of lean and HIHRM strategies within the context of family-owned businesses. It provides valuable insights for managers and policymakers striving to enhance OP.