INTEGRATING LEAN AND DIGITAL IN SERVICE SYSTEMS: ARCHETYPES, OUTCOMES, AND IMPLICATIONS
DOI:
10.5281/zenodo.22006093Published:
2026-07-19Downloads
Abstract
The rapid digitalization of service industries has intensified the need for the effective integration of lean principles and digital technologies to enhance both operational performance and customer outcomes. This study aims to develop a contingency-based understanding of Lean Digital Transformation (LDT) in service sectors by examining how different configurations of practices and technologies influence performance across various service archetypes. A systematic literature review was conducted using peer-reviewed studies published between 2015 and 2025, selected using a structured search strategy and rigorous inclusion criteria to ensure relevance and validity. The findings indicate that LDT significantly improves efficiency, service quality, customer experience, and cost performance when lean practices, such as value stream mapping, standardization, and continuous improvement, are effectively combined with digital technologies, including artificial intelligence, Internet of Things, robotic process automation, analytics, and cloud computing. The effectiveness of these implementations varies depending on the service archetypes, where high-contact services require flexible, human-centric approaches, whereas low-contact services benefit from automation and scalability. The study also identified the key enablers and barriers influencing LDT success. Overall, this study proposes an archetype-contingent framework, contributing both theoretical insights and practical guidance for sustainable service innovation.
Keywords:
Lean Digital Transformation Service Operations Digital Transformation Contingency Theory Service Archetypes Process Improvement Industry 4.0.References
Buer, S. V., Strandhagen, J. O., & Chan, F. T. S. (2018). The link between industry 4.0 and lean manufacturing: Mapping current research and establishing a research agenda. International Journal of Production Research, 56(8), 2924–2940. https://doi.org/10.1080/00207543.2018.1442945
Chiarini, A., & Kumar, M. (2021). Lean Six Sigma and Industry 4.0 integration for Operational Excellence: evidence from Italian manufacturing companies. Production Planning & Control, 32(13), 1084–1101. https://doi.org/10.1080/09537287.2020.1784485
Donaldson, L. (2001). The Contingency Theory of Organizations. SAGE Publications, Inc. https://doi.org/10.4135/9781452229249
Hadid, W., & Afshin Mansouri, S. (2014). The lean-performance relationship in services: a theoretical model. International Journal of Operations & Production Management, 34(6), 750–785. https://doi.org/10.1108/IJOPM-02-2013-0080
Ivanov, D., Dolgui, A., & Sokolov, B. (2019). The impact of digital technology and Industry 4.0 on the ripple effect and supply chain risk analytics. International Journal of Production Research, 57(3), 829–846. https://doi.org/10.1080/00207543.2018.1488086
James, W., & Daniel, J. (1996). Beyond Toyota: how to root out waste and pursue perfection. Harvard Business Review, 74(October).
Kane, G. C., Palmer, D., Philips Nguyen, A., Kiron, D., & Buckley, N. (2015). Strategy, Not Technology, Drives Digital Transformation. MIT Sloan Management Review & Deloitte, (57181).
Milgrom, P., & Roberts, J. (1995). Complementarities and fit strategy, structure, and organizational change in manufacturing. Journal of Accounting and Economics, 19(2–3), 179–208. https://doi.org/10.1016/0165-4101(94)00382-F
Radnor, Z. J., Holweg, M., & Waring, J. (2012). Lean in healthcare: The unfilled promise? Social Science & Medicine, 74(3), 364–371. https://doi.org/10.1016/j.socscimed.2011.02.011
Sampson, S. E. (2012). Visualizing Service Operations. Journal of Service Research, 15(2), 182–198. https://doi.org/10.1177/1094670511435541
Schmenner, R. W. (2004). Service Businesses and Productivity*. Decision Sciences, 35(3), 333–347. https://doi.org/10.1111/j.0011-7315.2004.02558.x
Tortorella, G. L., Fogliatto, F. S., Tlapa Mendoza, D., Pepper, M., & Capurro, D. (2023). Digital transformation of health services: a value stream-oriented approach. International Journal of Production Research, 61(6), 1814–1828. https://doi.org/10.1080/00207543.2022.2048115
Tortorella, G., Miorando, R., Caiado, R., Nascimento, D., & Portioli Staudacher, A. (2021). The mediating effect of employees’ involvement on the relationship between Industry 4.0 and operational performance improvement. Total Quality Management and Business Excellence, 32(1–2), 119–133. https://doi.org/10.1080/14783363.2018.1532789
Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a Methodology for Developing Evidence‐Informed Management Knowledge by Means of Systematic Review. British Journal of Management, 14(3), 207–222. https://doi.org/10.1111/1467-8551.00375
Vargo, S. L., & Lusch, R. F. (2004). Evolving to a New Dominant Logic for Marketing. Journal of Marketing, 68(1), 1–17. https://doi.org/10.1509/jmkg.68.1.1.24036
Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Qi Dong, J., Fabian, N., & Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda. Journal of Business Research, 122, 889–901. https://doi.org/10.1016/j.jbusres.2019.09.022
License
Copyright (c) 2026 Febiyola Wijaya, Ibnu Sina Hi Yusuf, Grace Fredriksz, Vascolino Pattipeilohy, Nelda Maelissa
This work is licensed under a Creative Commons Attribution 4.0 International License.
Downloads
How to Cite
