The implementation of innovative manufacturing practices: Is it a choice or pressure?: A relative case study

Using the institutional theory, this study follows a case study approach in examining the influence of institutional pressures in the implementation of lean manufacturing (LM) practices in an apparel firm. Findings reveal that the implementation decision of LM in the case firm was the consequences of mimetic and normative pressures. The competition and the success of other firms led the case company to imitate the LM practices including pull production, Kanban, Kaizen, 5S which are attributed as mimetic pressures. Normative pressures arose from the culture, top management support, and training. Findings also reveal that the firm achieved improvements in performance. This study is contributing to the institutional literature through providing insights into the pressures that influence the implementation decisions of innovative manufacturing practices within the firm. The findings will assist managers of apparel firms to adapt with pressures that influence the implementation of manufacturing practices.