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Cited by

• 2017The Role of Ambidexterity in Managing Buyer–Supplier Relationships: The Toyota Case130 cited
• 2009How the Perceptions of Five Dimensions of Corporate Citizenship and Their Inter-Inconsistencies Predict Affective Commitment121 cited
• 2011Drug discovery in the next decade: innovation needed ASAP117 cited
• 2020Mitigating Mechanisms for the Dark Side of Collaborative Buyer–Supplier Relationships: A Mixed‐Method Study96 cited
• 2010Management directed kaizen: Toyota's Jishuken process for management development70 cited
• 2013Transferring the Toyota lean cultural paradigm into India: implications for human resource management65 cited
• 2010Ambidextrous Leadership in the Innovation Process55 cited
• 2018Identification and modeling of employee barriers while implementing lean manufacturing in small- and medium-scale enterprises46 cited
• 2019Advancing lean management: The missing quantitative approach46 cited
• 2012Are agile and lean manufacturing systems employing sustainability, complexity and organizational learning?45 cited
• 2011Getting ready forkaizen: organizational and knowledge management enablers43 cited
• 2012Applying Gemba‐Kaizen in a multinational food company: a process innovation framework42 cited
• 2010Business Process Standardization41 cited