33rd Annual Conference of the International Group for Lean Construction (IGLC 33) - Osaka and Kyoto, Japan - 2025

https://doi.org/10.24928/2025/0284

Lean Construction Barriers From the Organizational Culture Lens

Rubén Romo1, Francisco Orozco2, Francisco Moreno3, Caroll Francesconi4, Reinaldo Valdebenito5 & Eric Forcael6

1Assistant Professor, School of Engineering, Universidad Panamericana, Guadalajara 45010, México; [email protected], orcid.org/0000-0002-5941-0173
2Professor, School of Engineering, Universidad Panamericana, Guadalajara 45010, México; [email protected], orcid.org/0000-0003-2409-1026
3Assistant Professor, School of Engineering, Universidad Panamericana, Guadalajara 45010, México; [email protected], orcid.org/0000-0003-4058-9350
4Director of Graduate Academic Affairs and Development, Facultad de Ingeniería, Universidad San Sebastián, Concepción 4081339, Chile; [email protected], orcid.org/0009-0008-0667-1805
5Lecturer, Department of Construction and Risk Prevention, Universidad Técnica Federico Santa María, Concepción 4603255, Chile; [email protected], https://orcid.org/0009-0003-8384-032X
6Professor, Facultad de Ingeniería, Universidad San Sebastián, Concepción 4081339, Chile; [email protected], orcid.org/0000-0002-3036-4329

Abstract

Organizational culture is vital for adopting Lean Construction (LC) methodologies in the construction industry. LC maximizes customer value by minimizing waste and optimizing processes. Implementing this philosophy necessitates a shift in values, attitudes, and behaviors. A culture promoting collaboration, innovation, and continuous improvement aids the acceptance of Lean principles, enhancing efficiency and sustainability. Effective leadership and employee engagement are essential to tackle barriers, like resistance to change and lack of strategic alignment. Organizational culture aligns individual and organizational goals, fostering open communication and continuous learning. This study shows how organizations amplify LC benefits by integrating its principles with a culture of adaptability, shared responsibility, and operational excellence, boosting productivity and positioning companies as leaders in a competitive and innovation-driven sector.

Keywords

Lean Construction, Organizational Culture, Barriers, Partial Least Squares.

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Reference in APA 7th edition format:

Romo, R., Orozco, F., Moreno, F., Francesconi, C., Valdebenito, R. & Forcael, E.. (2025). Lean Construction Barriers From the Organizational Culture Lens. In Seppänen, O., Koskela, L., & Murata , K. (Eds.), Proceedings of the 33rd Annual Conference of the International Group for Lean Construction (IGLC 33) (pp. 1321–1332). https://doi.org/10.24928/2025/0284

Shortened reference for use in IGLC papers:

Romo, R., Orozco, F., Moreno, F., Francesconi, C., Valdebenito, R. & Forcael, E.. (2025). Lean Construction Barriers From the Organizational Culture Lens. IGLC33. https://doi.org/10.24928/2025/0284

 

Founded in 1993, the IGLC is an international network of researchers from practice and academia in architecture, engineering, and construction (AEC) who feel that the practice, education, and research of the AEC industry have to be radically renewed in order to respond to the global challenges ahead.

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