Search results

This editorial aims to introduce the theme of the special issue: “Lean vs agile from an organizational sustainability, complexity and learning perspective”.

The methodology of the editorial is that of a survey. In the first part it presents the relevance of the theme and in the second part it presents the papers included in the special issue, including their themes, findings and novel contributions.

The individual findings by the papers present significant new contributions in a deeper insight of the “lean” and “agile” philosophies, or approaches in, and to, organizations. It could be noticed that the controversies of the issue “lean vs. agile” still remain. However, it could be said that an eventual further investigation in the phenomenology of “lean” and “agile” will be more informed after consideration of the results presented in this special issue.

Further investigation should be undertaken on a more abstract “level” of the theories of “lean” and “agile” and their mutual relationship, such as theories about the internal processes of “lean”/“agile” users, general “lean”/“agile” theories, epistemology of “lean”/“agile”, and ontology of “lean”/“agile”, and relationship with learning organization and chaordic organization.

Readers, both theoreticians and practitioners, will find in this editorial a “guide” to the issues of their interest concerning the valuable explanations, ideas and tools, presented in the special issue, for both concrete applications in enterprises and organizations, and for further research and development of learning, complex and sustainable organizations, and towards new ideas and insights generation.

This editorial presents an analysis of the special issue on “lean vs agile”, contributing to the higher levels of the theories of “lean” and “agile” and their mutual relationship, namely to the theories about the internal processes of “lean”/“agile” users, general “lean”/“agile” theories, and epistemology of “lean”/“agile”.

The objective of this paper is to provide a deeper insight into the relationship of the issue “lean vs agile” in order to inform managers towards more coherent decisions especially in a dynamic, unpredictable, uncertain, non‐linear environment.

The methodology is an exploratory study based on secondary data analysis.

“Lean” and “agile” are two exclusive concepts “in the limit” and “agile” has a higher potential for serving as an instrument for starting “a journey” towards a new sustainable organizational paradigm.

Further research in the context of the arguments presented is necessary, especially in the “field” and on primary data.

There are clearly indicated contexts of primary applications of “lean” and “agile”, and especially along with the techniques, methodologies and system‐thinking informed by chaordic system thinking (CST), which should be of help for managers.

The novel contribution of the paper is the presentation of the argumentation on “lean” and “agile” as exclusive concepts and their analysis through the CST lenses, as well as the presentation of suggestions for development of new manufacturing systems paradigms.