How do different generations contribute to the development of a learning organization in companies undergoing a lean production implementation?

Purpose: This study aims to examine the impact of practitioners’ generational differences on the development of a learning organization (LO) in companies undergoing a lean production (LP) implementation. Design/methodology/approach: The authors gathered information from 135 leaders from different manufacturers that have been implementing LP and analyzed the data set through multivariate data techniques. Findings: The results indicate the practitioners from Generations X, Y and Z contribute differently to LO capabilities even if their companies present similar maturities in terms of LP implementation. Originality/value: Understanding how generational differences interact with LP implementation to allow an extensive development of an LO is fundamental for companies, as values, beliefs and working characteristics of the upcoming generations may significantly influence the effectiveness of current management approaches and firms’ competitiveness.