Lean and action learning: towards an integrated theory?

Purpose Being acquainted with both lean and action learning in theory practice, this study finds that the theoretical complementarity of these two research streams has traditionally been underexploited. In conceptual paper, aims to advance understanding by exploring thinking leading a proposed integrated streams. Target audience is operations management community. Design/methodology/approach By deliberately adopting process theorising, paper explores, reflects upon combines individual experiences researching, teaching engaging as scholars. Findings Having taken gemba walk through literature practices learning, views notices systematic complementary relationship between domains. The overlapping practical complementarities suggest are ripe for synthesis into an theory. This finding provides opportunity (1) progress towards integrative design interventions more sustainable system adoptions (2) add new depth our explanation success failures adoptions. Originality/value contributes original perspective on learning.