Over recent decades, the increasing competitiveness of markets has propagated the term “lean” to describe the management concept for improving productivity, quality, and lead time in industrial as well as services operations. Its overuse and linkage to different specifiers (surnames) have created confusion and misunderstanding as the term approximates pragmatic ambiguity. Through a systematic literature review, this study takes a historical perspective to analyze 4962 papers and 20 seminal books in order to clarify the origin, evolution, and diversification of the lean concept. Our main contribution lies in identifying 17 specifiers for the term “lean” and proposing four mechanisms to explain this diversification. Our research results are useful to both academics and practitioners to return to the Lean origins in order to create new research areas and conduct organizational transformations based on solid concepts. We conclude that the use of “lean” as a systemic thinking is likely to be further extended to new research fields.

The present study draws on the work-family and cross-national management literature to examine the relationships between Family-Supportive Organizational Perceptions (FSOP), work-family enrichment, and job burnout across five countries with different cultural backgrounds: Malaysia, New Zealand, France, Italy, and Spain. Using a combined sample of 980 employees, we find support for a partial mediation model in which FSOP is positively associated with workfamily enrichment, which in turn is negatively related to job burnout. Given our focus on support, we test the moderating role of the cultural value humane orientation, that is, the extent to which a society values altruism, kindness, and compassion. The five countries in our sample offer variation in their countrylevel scores as determined by the GLOBE study (House et al., 2004). We found that individuals from cultures that scored higher in "as is" humane orientation (i.e., scores for actual practices) experienced lower job burnout when FSOP increased. This pattern was reversed when considering "should be" humane orientation (i.e., scores for ideal values). The implications for the work-family and the cross-national management literature, and for practice, are discussed. # Denotes shared first authorship.

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This research investigates factors that impact the use of electronic human resource management (e-HRM) systems at SEAT, a car manufacturing firm of the Volkswagen Group. This study builds on the unified theory of acceptance and use of technology to analyze the relationships between user acceptance of e-HRM systems and its antecedent factors, namely performance expectations, ease of use, social influence, and facilitating conditions. The empirical study takes advantage of how employees at SEAT use a new e-HRM system implemented by the human resource department in the context of a business digitization strategy. One hundred and sixty-nine employees at SEAT were conveniently sampled to bring light to the most influential predictors of e-HRM user acceptance. Hierarchical multiple regression shows that performance expectations and ease of use have positive relationships towards acceptance of e-HRM technologies. In addition, this research provides some practical implications to guide HR professionals on the implementation of e-HRM systems.

El propósito de esta investigación es examinar los efectos de la compensación total (equilibrio entre la vida laboral y personal, apoyo del supervisor, desarrollo profesional y satisfacción salarial).  sobre la satisfacción laboral. Esta investigación se realizó sobre un colectivo de 246 empleados incluyendo empleados, técnicos y mandos intermedios de los sectores industrial y de servicios en España, principalmente de empresas medianas y grandes del sector privado. Este documento concluye que el apoyo del supervisor, el desarrollo profesional y el equilibrio entre el trabajo y la vida personal están relacionados de manera fuerte y positiva con la satisfacción laboral, mientras que la satisfacción salarial se relaciona positivamente con la satisfacción laboral solo para el grupo de empleados de menos de 40 años de edad. Es importante que los directivos entiendan estos factores como parte de la compensación total y promuevan políticas de flexibilidad laboral. Además, las empresas deberían promover planes de desarrollo profesional y alentar a los supervisores a apoyar a sus empleados. Estos elementos clave de la compensación total aumentan la satisfacción de los empleados. Los resultados de este estudio se suman a la escasa literatura que ha investigado el creciente campo de la compensación total y sus efectos sobre la satisfacción laboral y el desempeño de los empleados.