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This study aimed to explore various effects of remote work on employee job satisfaction, engagement and aspects of individual work performance, namely task performance, contextual performance and counterproductive work behaviour, in the banking sector.

We used a survey-based quantitative approach. The sample comprised 403 bank employees in Lithuania, Denmark, Norway, Finland and Sweden. To analyse the data, we employed a confirmatory factor analysis, a CB-SEM multiple regression analysis, mediation analysis and moderation analysis.

The analysis of direct effects showed that the intensity of remote work has a positive impact on job satisfaction, a negative impact on engagement and a nonsignificant impact on individual performance. Job satisfaction has a positive impact on engagement and task performance and a nonsignificant impact on contextual performance and counterproductive behaviour. Engagement improves task performance and contextual performance and decreases counterproductive work behaviour. Job satisfaction positively mediates the impact of remote work on engagement; however, the total impact of remote work on engagement is negative. The intensity of remote work significantly moderates the impact of job satisfaction on engagement.

This study provides insights that allow for the optimisation of individual work performance by means of the proper management of the intensity of remote work, job satisfaction and engagement.

We present the original discovery that the intensity of remote work acts as a moderator of the impact of job satisfaction on engagement.

Recently, there has been an increasing interest in the concept of Lean; however, the Lean concept in higher education institutions (HEIs) is still not very popular, and these institutions face challenges in implementing Lean activities. The purpose of this study is to identify worldwide experiences of Lean implementation in HEIs and to share best practices of Lean implementation.

The research was conducted by surveying 34 Lean practitioners from HEIs.

This study outlined the importance of the complexity of the community and its processes as the main barrier for Lean implementation in the HEI. The study highlighted that Lean determined positive change in the institutions and that strong leadership, commitment of top management as well as good communication and teamwork were the keys to successful implementation of Lean.

This study provides valuable insights and aspects of implementation and maintenance of Lean initiatives in HEIs around the world; however, a detailed analysis would require a larger number of respondents.

This study proposes that practitioners implementing Lean in HEIs should identify barriers, plan their activities and take into account success factors. According to the results of this study, managers of HEIs should deal with the main barrier – the complexity of the community and its processes. In addition, they should carry out employees’ and Lean facilitators’ training on Lean and ensure that the main success factors such as strong leadership practices, senior management’s commitment, good communication and teamwork are present.

This study adds to the existing knowledge on global experiences of applying Lean in HEIs.