PurposeStudies emphasise the critical role of a suitable organisational culture (OC) in successfully implementing lean production (LP) and argue that failure to consider OC can hinder organisations from fully benefiting and sustaining the success of LP. It is also observed that consensus regarding the suitable OC required for implementing LP remains elusive, with existing research predominantly theoretical and in developed economies. Using a systematic approach, this study aims to evaluate organisational readiness for LP implementation from the OC point of view by identifying the suitable OC for LP implementation, examining the existing OC to determine the most dominant (primary OC) and evaluating the suitability of the current OC for LP implementation. The paper uses empirical data collected from Pakistan's textile sector as a case study.Design/methodology/approachThe study used the competing values framework of OC and a quantitative approach. The data was collected by surveying 162 textile professionals, including first-level supervisors, middle managers and top management. Data analysis included quantitative techniques such as testing of hypotheses and multiple regression analysis techniques. SPSS, Minitab and SmartPLS 4.0 were used for data analysis.FindingsThe study revealed that characteristics of developmental and rational culture profiles are the most suitable for implementing LP in Pakistan's textile industry. However, the group and hierarchy culture profiles do not significantly impact the implementation of LP. Moreover, the group culture profile (GCP) is the most dominant (primary OC) within the selected sector and the hierarchy culture profile is the least dominant. As a result, the current prevailing OC profile i.e. GCP is unsuitable for lean deployment.Research limitations/implicationsAlthough this study provides valuable insights, it is important to acknowledge its limitations. Data could not be collected from the employees with low education. Its applicability to other countries or industries may be limited due to its specific context. However, the approach used to assess organisational readiness regarding OC is both innovative and practical. Additionally, this research fills a gap in the literature by including a case study from a developing economy. Despite these contributions, future research could further validate and refine the proposed framework through comparative studies across diverse contexts.Practical implicationsThe study's findings emphasise the significance of OC in driving lean transformation and offer valuable recommendations and approaches for management, consultants and academicians to enhance lean deployment. By realising the significance of OC, stakeholders can effectively tailor strategies and interventions to align OC with lean principles.Originality/valueThis research is novel in terms of the structured approach and the selected case for evaluating the preparedness of organisations concerning OC for implementing LP. This approach can be used for other sectors and contexts.
