The contradictory effect of lean and industry 4.0 synergy on firm performance: a meta-analysis

PurposeWhile previous operations management literature acknowledges the positive influence of Lean and Industry (I4.0) on performance, recent studies examining the synergy between these two factors have produced inconsistent and contradictory results. Therefore, this study aims to provide a comprehe...

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Bibliographic Details
Published in:Journal of manufacturing technology management 2024-04, Vol.35 (3), p.405-433
Main Authors: Biondo, Diego, Kai, Dalton Alexandre, Pinheiro de Lima, Edson, Benitez, Guilherme Brittes
Format: Article
Language:English
Subjects:
Advanced manufacturing technologies
Digital technology
Empirical analysis
Goal setting
Industry 4.0
Lean manufacturing
Literature reviews
Meta-analysis
Operations management
Philosophy
Quality management
Subgroups
Supply chains
Technology adoption
Total quality
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Summary:PurposeWhile previous operations management literature acknowledges the positive influence of Lean and Industry (I4.0) on performance, recent studies examining the synergy between these two factors have produced inconsistent and contradictory results. Therefore, this study aims to provide a comprehensive understanding of the effect of Lean and I4.0 synergy on firm performance.Design/methodology/approachThis study utilised a meta-analysis approach, examining 23 empirical studies exploring multiple effects of the Lean and I4.0 synergy on firm performance. Multiple subgroup analyses were conducted to assess the contradictory outcomes and identify in what conditions such synergy may achieve performance.FindingsThe results affirm the prevailing positivist perspective among most scholars regarding the positive influence of the Lean and I4.0 synergy on firm performance. However, the overall effect size derived from the studies indicates a weak relationship, suggesting that this synergy alone is not the sole determinant factor of firm performance. In addition, the subgroup analyses reveal the presence of contingent conditions that may affect the performance outcomes when integrating Lean and I4.0, as most effects exhibit a weak relationship.Originality/valueThis study represents the first meta-analysis investigating the relationship between the Lean and I4.0 synergy on firm performance. By shedding light on the contradictory effects often depicted in the operations management literature, this study provides a critical reflection for researchers who tend to adopt an overly optimistic view of such synergy.
ISSN:1741-038X
1758-7786
DOI:10.1108/JMTM-10-2023-0447