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This study aims to align Action Research (AR) with Lean Management (LM) as a catalyst for enhancing its operationalization. The participatory principles inherent in LM are leveraged to strengthen AR, particularly in overcoming the critical issue of insufficient stakeholder involvement. The study employs a case study approach conducted within an Italian public healthcare organization, particularly addressing the pharmaceutical prescription and distribution process, to integrate AR and LM in practice. Findings reveal that the application of Lean principles and tools fosters consistent and meaningful engagement among practitioners and researchers throughout the AR cycle. Furthermore, the study identifies specific forms of involvement necessary to enhance the effectiveness of each phase of the AR process. These results contribute to both theory and practice by presenting a structured pathway for bridging the gap between academic research and practical implementation. The study concludes with theoretical insights and managerial recommendations, highlighting the transformative potential of integrating AR with Lean methodologies to drive participatory and impactful operational change.
Ciasullo et al. (Mon,) studied this question.