Lean Thinking and University Performance: The Moderating Effect of Organizational Culture in Chartered Universities in Kenya

This study explored the extent of application of lean thinking in chartered universities in Kenya, examined the relationship between lean thinking and performance of these institutions and evaluated the possible moderating effect of organizational culture on this relationship. A cross-sectional research design was employed and from a purposive sample of 20 public and 14 private universities, a questionnaire was administered to academic registrars where 10 private and 18 public universities responded. Findings revealed that lean thinking principles and practices were being applied in these institutions although no university had explicitly declared having implemented the strategy. Also, lean thinking significantly and positively influenced performance of both university categories, although private universities exhibited higher predictive power. Further, organizational culture positively moderated the relationship between lean thinking and performance of private universities but had no such effect in public universities. The study concludes that lean thinking application can improve university performance but this would be enhanced by a change of institutional mindsets through the development of a lean culture. These findings could stimulate lean thinking implementation in universities across Kenya and other developing countries Received: 21 July 2025 / Accepted: 26 August 2025 / Published: 12 September 2025