Human and Tech-Driven Dynamic Capabilities in Lean and Digitalization Integrations

This paper contributes to the field of Operations & Supply Chain Management by examining national specificities in the integration of Lean Management and Digitalization. The paper is based on Dynamic Capabilities theory and fills gaps in previous research by elaborating and incorporating national contexts and human-centered approaches, thus offering an alternative to common standardized approaches. The research design included four case studies in the UK, Denmark, Norway and Germany, and data were collected via semi-structured interviews triangulated with direct observations and document analysis. The findings refine an operational framework developed to inform the integration of Lean and Digitalization by validating its applicability in national contexts and highlighting the crucial role of human-centered dimensions such as workforce readiness and engagement. Although the research is limited to four case studies, it provides a strategic framework that can be adapted to different cultural and national settings, thus enhancing the operationalization of Dynamic Capabilities in cross-border Lean Digitalization approaches. Integrating human aspects and national differences into the framework advances both theory and practice, provides actionable guidance for managers, and emphasizes the importance of contextualizing frameworks for global applicability.