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Insights into Kaizen Culture in Project Management Development Teams

Author

Listed:
  • Halldórsson Jónatan Þór

    (LS Retail, Iceland)

  • Möller Eðvald

    (School of Business, University of Iceland, Iceland)

Abstract

Background This paper examines factors influencing kaizen adoption in project management teams, emphasizing agile methods, employee engagement, organizational culture, and effective communication. Objectives The aim of the research was to explore LS Retail employees’ experiences with kaizen implementation in project management, assessing whether a kaizen culture exists and how agile practices support its adoption. Methods/Approach A qualitative methodology was employed, involving semi-open interviews with 12 employees from three development teams at LS Retail. Results The findings indicate that LS Retail’s strong agile tradition has facilitated growing acceptance and support for kaizen. Implementation, however, varies significantly between teams. Notable challenges persist, particularly regarding communication flow, knowledge sharing, and kaizen training, especially within teams less experienced with kaizen methods. Addressing these challenges is essential to achieve a more consistent and effective kaizen implementation throughout the organization. Conclusions The findings provide valuable guidance for organizations implementing kaizen in project management. Key success factors include fostering a supportive and flexible environment, continuous employee education and empowerment, and ensuring effective communication for consistent and successful kaizen adoption.

Suggested Citation

  • Halldórsson Jónatan Þór & Möller Eðvald, 2025. "Insights into Kaizen Culture in Project Management Development Teams," Business Systems Research, Sciendo, vol. 16(1), pages 80-103.
    • Handle: RePEc:bit:bsrysr:v:16:y:2025:i:1:p:80-103:n:1005
    DOI: 10.2478/bsrj-2025-0005
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    References listed on IDEAS

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    1. Alexander Styhre, 2001. "Kaizen, Ethics, and Care of the Operations: Management After Empowerment," Journal of Management Studies, Wiley Blackwell, vol. 38(6), pages 795-810, September.
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    JEL classification:

    • M1 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration
    • M2 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Economics
    • M11 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Production Management
    • O3 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights

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