Disentangling resilience, agility and leanness: conceptual development and empirical analysis

Lotfi, Maryam ORCID: https://orcid.org/0000-0002-1261-9834 and Saghiri, Soroosh 2018. Disentangling resilience, agility and leanness: conceptual development and empirical analysis. Journal of Manufacturing Technology Management 29 (1) , pp. 168-197. 10.1108/JMTM-01-2017-0014

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Abstract

Regarding today’s volatile and turbulent markets accompanied by natural disasters and political upheavals, being resilient has become crucially important for many firms. It is widely accepted that the firm’s operations need to be cost efficient as well as customer responsive. Lean and agile have been proven to be pertinent strategies toward efficiency and responsiveness. But the operations also need to be resilient against disruptions to quickly return to their original state or even a better one. While the question of how leanness and agility impact operational performance outcomes has been researched, the question of how resilience can boost operational performance outcomes is yet to be investigated. The purpose of this paper is to show how resilience is distinguished from leanness and agility. It then examines the impact of resilience, along with leanness and agility, on operational performance outcomes.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Publisher:	Emerald
ISSN:	1741-038X
Date of Acceptance:	31 October 2017
Last Modified:	23 Oct 2022 13:49
URI:	https://orca.cardiff.ac.uk/id/eprint/111821

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