Applying lean thinking for disaster responses

The case of philanthropic organisations

Bibliographic Data

ID7811076
AuthorsKeratiloe Mogotsi (0000-0002-7806-1730, Wits Business School University of Witwatersrand 2 St David's Pl and St. Andrew Road, Parktown Johannesburg 2193. South Africa), Imhotep Paul Alagidede (0000-0003-1571-0227, University of the Witwatersrand), Imhotep Alagidede (Wits Business School University of Witwatersrand 2 St David's Pl and St. Andrew Road, Parktown Johannesburg 2193. South Africa), Fanny Saruchera (0000-0002-2139-1966, Wits Business School University of Witwatersrand 2 St David's Pl and St. Andrew Road, Parktown Johannesburg 2193. South Africa, corresponding author)
Year2022
Volume72
Issue244
Pages287-319
Publication date2022-06-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueInternational Social Science Journal (JOURNAL)
Journal identifiersISSN: 0020-8701 • E-ISSN: 1468-2451
PublisherWiley (PUBLISHER • GB)
DOI10.1111/issj.12323
OpenAlexW4214527077
LanguageEN
Citations received3
References cited43

Disaster response by philanthropy has faced numerous challenges flagged in the literature, including duplication of efforts, inefficiencies, waste, and inadequate goal achievements. However, there is little literature on how to organise philanthropic acts in the face of disasters. This paper assesses the influence of lean thinking in improving disaster response processes and sustainability. The paper further proposes a framework for applying lean thinking by philanthropic organisations. A mixed research methods strategy was employed with 212 staff surveys in Southern Africa. Twenty‐three in‐depth key informant interviews were also conducted. The results revealed that lean thinking succeeds with philanthropic organisations if a high level of management commitment, teamwork, and adaptability to change the organisation's setup exists. A framework is presented through Structural Equation Modelling (SEM), tailor‐made for philanthropic organisations in Southern Africa. External and internal determinants were found to equally contribute to lean thinking's success in reducing waste and increasing value. Despite being limited to developing economies, this paper extends prior research on the lean application and integrates lean thinking in a philanthropic setting. Findings drawn from diverse countries imply that results may be reasonably generalised

Adaptability · Business · Economics · Lean manufacturing · Lean project management · Management · Political science · Process management · Public relations · Sustainability · Systems thinking · Teamwork · Value (mathematics) · Computer Science · Construction Project Management and Performance · Marketing · Quality and Supply Management · Supply Chain Resilience and Risk Management

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