| Abstract [eng] |
Public sector organisations are increasingly facing pressure to improve operational efficiency and ensure high-quality service delivery. As a result, growing attention is being paid to the adaptation of management practices traditionally applied in the private sector to the public sector context. One of the most commonly adopted approaches is the Lean system, an integral component of which is Kaizen, or a continuous improvement culture. The core principle of this culture lies in the systematic and incremental improvement of processes through the active involvement of employees at all organisational levels. A successfully implemented continuous improvement culture enables organisations to enhance overall performance by increasing efficiency, reducing errors, accelerating decision-making processes, and improving service quality, among other benefits (Carnerud et al., 2018). However, despite the well-documented advantages, empirical evidence indicates that many organisations encounter significant challenges when attempting to implement and sustain a continuous improvement culture (Bader et al., 2024; Costa et al., 2019; Sanchez-Ruiz et al., 2020). The success of implementation of a continuous improvement culture is influenced by a wide range of contextual factors, including organisational size and sector, employee behaviour, national cultural traditions, as well as the broader economic and political environment (Aamer et al., 2022; Janjić et al., 2020; Suarez-Barraza et al., 2011). Scholarly interest in a continuous improvement culture within public sector organisations began to intensify only after 2010, with most empirical studies focusing on single cases, individual organisations, or specific tools rather than systemic analyses (Suarez-Barraza & Miguel-Davila, 2013). Research further demonstrates that the outcomes of continuous improvement initiatives are strongly dependent on national, cultural, and organisational contexts (Aamer et al., 2022; Brunet & New, 2003; Janjić et al., 2020; Suarez-Barraza et al., 2011). In the context of Lithuania, the need to examine the success factors of continuous improvement culture implementation in the public sector arises from the specific characteristics of public sector organisations and the contemporary challenges of public governance. This underscores the importance of empirically investigating the determinants of successful continuous improvement culture implementation in Lithuanian public sector organisations. Object of the research. Factors influencing the implementation of a continuous improvement culture in public sector organisations. Aim of the research. To identify the factors determining the successful implementation of a continuous improvement culture in the public sector. Research results. The findings indicate that organisational factors exert the strongest influence on the implementation of a continuous improvement culture in public sector organisations. These include clearly defined guidelines and procedures, the provision of adequate resources to employees, clearly articulated continuous improvement goals, training, performance measurement, communication, and employee incentives. Additionally, positive relationships were identified between the intensity of continuous improvement culture manifestation and other factors such as openness to change, leadership, feedback, perceived value of employee involvement, and collaboration. |
