Modeling the Influence of Top Management Support and Organizational Readiness on The Behavioral Intention to Adopt Lean Management in Rwandan Food and Beverage Manufacturing Companies: A Structural Equation Approach
DOI:
https://doi.org/10.65150/EP-jsshrs/V2E2/2026-07Keywords:
Top Management Support, Organizational Readiness, Behavioral Intention, Lean Management, Structural Equation ApproachAbstract
Background: This study examined the influence of Top Management Support and Organizational Readiness on employees’ Behavioral Intention to adopt Lean Management in manufacturing companies in Rwanda. Although Lean Management is recognized for improving operational efficiency and promoting continuous improvement, its adoption in developing manufacturing contexts remains constrained by leadership practices and organizational preparedness.
Methods: A quantitative descriptive-correlational research design was employed. A total of 238 employees were selected from Rwandan manufacturing companies using stratified random sampling. Data were analyzed using descriptive statistics and Structural Equation Modeling (SEM) to examine the effects of Top Management Support and Organizational Readiness dimensions on employees’ Behavioral Intention to adopt Lean Management.
Findings: Descriptive analysis revealed very low levels of Top Management Support, particularly in Leadership Commitment (Mean = 1.236, SD = 0.418), Resource Allocation (Mean = 1.288, SD = 0.452), and Strategic Priority (Mean = 1.332, SD = 0.468), while Empowerment and Support was rated low (Mean = 1.575, SD = 0.400). Organizational Readiness demonstrated mixed levels, with relatively high scores for Leadership Support (Mean = 2.967, SD = 1.073), Resource Availability (Mean = 2.775, SD = 1.110), and Change Efficacy (Mean = 2.514, SD = 1.171), but low to very low levels for Organizational Culture, Communication Effectiveness, Employee Involvement, and Training and Competence. SEM results indicated that Strategic Priority (β = 0.190, p = 0.016) and Empowerment and Support (β = 0.101, p = 0.005) had significant positive effects on Behavioral Intention to adopt Lean Management, whereas Leadership Commitment and Resource Allocation were not significant predictors. Furthermore, Organizational Readiness dimensions including Leadership Support, Resource Availability, Organizational Culture, Communication Effectiveness, Employee Involvement, and Training and Competence that significantly influenced Behavioral Intention (p < 0.05), while Change Commitment and Change Efficacy were not statistically significant. Overall, employees’ Behavioral Intention to adopt Lean Management was low (Mean = 1.915, SD = 1.244).
Conclusion: The findings indicate that Organizational Readiness and targeted aspects of Top Management Support are critical drivers of Lean Management adoption in Rwandan manufacturing firms. Lean adoption is more likely when leadership prioritizes Lean strategically and supports employee empowerment, training, effective communication, and participatory organizational systems. It is recommended that manufacturing firms strengthen strategic alignment, invest in continuous training, enhance employee involvement, and improve internal communication to foster sustainable Lean implementation. Future research should explore mediating mechanisms and sector-specific strategies to advance Lean adoption in developing manufacturing environments.
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Copyright (c) 2026 Emmanuella Iradukunda, Ryan Jeffrey Curbano, Aime Fidele Ndayiragije Mvuyekure, Thierry Patrick Ishimwe, Jules Jordan Kwizera (Author)
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