[[1] D. Fernandez, Z. Zainol, and H. Ahmad, “The impacts of ERP systems on public sector organizations,” Procedia Comput. Sci., vol. 111, pp. 31-36, 2017, Accessed: Dec. 23, 2021. [Online]. Available: https://www.sciencedirect.com/science/article/pii/S1877050917311791.]Search in Google Scholar
[[2] G. Andersson, M.P.J. Lynch, F.R. Johansen, M.J. Fineide, and D. Martin, “Exploring perceptions of Lean in the public sector,” Public Money Manag., pp. 1-9, 2020, doi: 10.1080/09540962.2020.1847454.]Search in Google Scholar
[[3] J. Johari, F. Mohd Shamsudin, T. Fee Yean, K.K. Yahya, and Z. Adnan, “Job characteristics, employee well-being, and job performance of public sector employees in Malaysia,” Int. J. Public Sect. Manag., 2019, doi: 10.1108/IJPSM-09-2017-0257.]Search in Google Scholar
[[4] A. Ismail and Y. Zainuddin, “An Empirical Study on Lean Management and HRM Practices in Relation towards Operational Performance,” Turkish Online J. Des. ART Commun., pp. 1167–1175, 2018, doi: 10.7456/1080sse/158.]Search in Google Scholar
[[5] N. Bateman, Z. Radnor, and R. Glennon, “Editorial: The landscape of Lean across public services,” Public Money Manag., vol. 38, no. 1, pp. 1-4, 2018, doi: 10.1080/09540962.2018.1389482.]Search in Google Scholar
[[6] N. Aslinda et al., “The Relationship between Lean Management Practices and Operational Performance in Service Sector,” Int. J. Solid State Technol., vol. 63, no. 3, pp. 38-111, 2020, Accessed: Sep. 18, 2021. [Online]. Available: https://www.researchgate.net/publication/345992715.]Search in Google Scholar
[[7] N.R.W. Abdullah, “Lean government ensures better service,” New Straits Times, 2017.]Search in Google Scholar
[[8] N.A.A. Bakar, T. Zainun, F.M. Fahmi, and S.T. Urus, “Lean management practices and its effect on Malaysian local government performance,” Asia-Pacific Manag. Account. J., vol. 12, no. 2, pp. 79-104, 2017.]Search in Google Scholar
[[9] R. Kearney, Public sector performance: management, motivation, and measurement. Routledge, 2018.]Search in Google Scholar
[[10] M. Majid, S. Samad, D. Afiq, K. Tazilah, and J.R. Hanaysha, “Human Capital and Organizational Performance of Malaysian Government Agencies: A Conceptual Paper.,” Int. J. Business, Econ. Law, vol. 13, no. 2, pp. 73-82, 2017.]Search in Google Scholar
[[11] E. Cinar, P. Trott, and C. Simms, “A systematic review of barriers to public sector innovation process,” Public Manag. Rev., vol. 21, no. 2, pp. 264-290, Feb. 2019, doi: 10.1080/14719037.2018.1473477.]Search in Google Scholar
[[12] F. Damrath, “Increasing competitiveness of service companies: developing conceptual models for implementing Lean Management in service companies,” 2012.]Search in Google Scholar
[[13] M.L. George, Lean Six Sigma for Service: How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions. McGraw Hill Education, 2003.]Search in Google Scholar
[[14] M.R. Razalli, R. Iteng, M.A. Ahmad, C.A. Taib, and F. Chuah, “Synergizing lean and green management for sustainable performance of higher education institutions in Malaysia,” Int. J. Supply Chain Manag., vol. 9, no. 4, pp. 615-622, 2020.]Search in Google Scholar
[[15] M. Shahbaz, M. Mubarik, M. Mubarak, and M. Irshad, “The Impact of Lean Practices on Educational Performance: An Empirical Investigation for Public Sector Universities of Malaysia,” J. Indep. Stud. Res. Manag. Soc. Sci. Econ., vol. 17, no. 2, pp. 85-96, 2019, doi: 10.31384/jisrmsse/2019.17.2.7.]Search in Google Scholar
[[16] E. Hassan, Z.M. Yusof, and K. Ahmad, “Factors Affecting Information Quality in the Malaysian Public Sector,” Int. J. Adv. Sci. Eng. Inf. Technol., vol. 9, no. 1, pp. 32-38, 2019, doi: 10.14419/ijet.v7i3.14.16895.]Search in Google Scholar
[[17] J. Barney, “Firm Resources and Sustained Competitive Advantage,” J. Manage., vol. 17, no. 1, pp. 99-120, 1991, doi: 10.1177/014920639101700108.]Search in Google Scholar
[[18] R. Amit and P.J.H. Schoemaker, “Strategic assets and organizational rent,” Strateg. Manag. J., vol. 14, no. 1, pp. 33-46, 1993, doi: 10.1002/smj.4250140105.]Search in Google Scholar
[[19] R. Makadok, “Toward a synthesis of the resource-based and dynamic-capability views of rent creation,” Strateg. Manag. J., vol. 22, no. 5, pp. 387-401, May 2001, doi: 10.1002/smj.158.]Search in Google Scholar
[[20] F. Edgeworth, Mathematical psychics: An essay on the application of mathematics to the moral sciences. CK Paul, 1881.]Search in Google Scholar
[[21] B. Choi, S.K. Poon, and J.G. Davis, “Effects of knowledge management strategy on organizational performance: A complementarity theory-based approach,” Omega, vol. 36, pp. 235-251, 2008, doi: 10.1016/j.omega.2006.06.007.]Search in Google Scholar
[[22] K.E. McKone, K.O. Cua, and R.G. Schroeder, “Relationships between implementation of TQM, JIT, and TPM and manufacturing performance,” J. Oper. Manag., vol. 9, pp. 675-694, 2001, doi: 10.1016/S0272-6963(01)00066-3.]Search in Google Scholar
[[23] A.-I. Coste and A.T. Tudor, “Service Performance – Between Measurement and Information in the Public Sector,” Soc. Behav. Sci., vol. 92, pp. 215-219, 2013.]Search in Google Scholar
[[24] A. Parasuraman, V.A. Zeithaml, and L.L. Berry, “A Conceptual Model of Service Quality and Its Implications for Future Research,” J. Mark., vol. 49, no. 4, pp. 41-50, Sep. 1985, doi: 10.1177/002224298504900403.]Search in Google Scholar
[[25] S. Ahmed, N.H. Abd Manaf, and R. Islam, “Effect of Lean Six Sigma on quality performance in Malaysian hospitals,” Int. J. Health Care Qual. Assur., 2018, doi: 10.1108/IJHCQA-07-2017-0138.]Search in Google Scholar
[[26] R. Kant and D. Jaiswal, “The impact of perceived service quality dimensions on customer satisfaction. An empirical study on public sector banks in India,” Int. J. Bank Mark., vol. 35, no. 3, pp. 411-430, 2017, doi: 10.1108/IJBM-04-2016-0051.]Search in Google Scholar
[[27] W. Fei, M. Selvanathan, M. Supramaniam, S. Suppramaniam, and Y. Xu, “Quality Service Delivery Systems among Government Agencies in Malaysia,” Int. J. Innov. Creat. Chang., vol. 5, no. 2, pp. 995-1020, 2019, Accessed: Dec. 23, 2021. [Online]. Available: www.ijicc.net.]Search in Google Scholar
[[28] M.H. Selamat, H.M.A. Halim, and F. Kok Soon, “Developing Civil Servants’ Commitment to Share Knowledge and Implement Cost Reduction Policy: The Perspective of Malaysian Public Sector,” J. Public Adm. Gov., 2017, doi: 10.5296/jpag.v7i2.10992.]Search in Google Scholar
[[29] M.H. Selamat and F.K. Soon, “The Influence of Civil Servants’ Attitude on Engagement and Participation in Cost Reduction Policy: A Case of Malaysia,” J. Public Adm. Gov., vol. 10, no. 2, 2020, doi: 10.5296/jpag.v10i2.16969.]Search in Google Scholar
[[30] R. Hirschmann, “Government operating expenditure in Malaysia 2012-2019,” Statista, 2021. https://www.statista.com/statistics/795955/government-operating-expenditure-malaysia/ (accessed Aug. 11, 2021).]Search in Google Scholar
[[31] V.M. Pandiyan, “A cost too high,” The Star, Apr. 29, 2020. https://www.thestar.com.my/opinion/columnists/along-the-watchtower/2020/04/29/a-cost-too-high (accessed May 22, 2021).]Search in Google Scholar
[[32] T. Hickmann, H. Fuhr, C. Höhne, M. Lederer, and F. Stehle, “Carbon Governance Arrangements and the Nation-State: The Reconfiguration of Public Authority in Developing Countries,” Public Adm. Dev., vol. 37, no. 5, pp. 331-343, Dec. 2017, doi: 10.1002/PAD.1814.]Search in Google Scholar
[[33] C.V Bullen and J.F. Rockart, “A Primer on Critical Success Factors,” 1981.]Search in Google Scholar
[[34] Z. Radnor and S.P. Osborne, “Lean: A failed theory for public services?,” Public Manag. Rev., vol. 15, no. 2, pp. 265-287, 2013, doi: 10.1080/14719037.2012.748820.]Search in Google Scholar
[[35] B. Rodgers, J. Antony, R. Edgeman, and E.A. Cudney, “Lean Six Sigma in the public sector: yesterday, today and tomorrow,” Total Qual. Manag. Bus. Excell., vol. 32, no. 5-6, pp. 528-540, 2021, doi: 10.1080/14783363.2019.1599714.]Search in Google Scholar
[[36] J. Waterman and C. McCue, “Lean thinking within public sector purchasing department: The case of the U.K public service,” J. Public Procure., vol. 12, no. 4, pp. 505-527, 2012.]Search in Google Scholar
[[37] R.L. Daft, Organization theory & design. Cengage learning, 2015.]Search in Google Scholar
[[38] A. Seidel, G.A. Marodin, G.L. Tortorella, and T.A. Saurin, “How can general leadership theories help to expand the knowledge of lean leadership?,” Prod. Plan. Control, 2019, doi: 10.1080/09537287.2019.1612112.]Search in Google Scholar
[[39] K.H. Aij, M. Visse, and G.A.M. Widdershoven, “Lean leadership: An ethnographic study,” Leadersh. Heal. Serv., vol. 28, no. 2, pp. 119-134, May 2015, doi: 10.1108/LHS-03-2014-0015.]Search in Google Scholar
[[40] M.F. Van Assen, “Exploring the impact of higher management’s leadership styles on Lean management,” Total Qual. Manag. Bus. Excell., vol. 29, no. 11, pp. 1312-1341, 2018, doi: 10.1080/14783363.2016.1254543.]Search in Google Scholar
[[41] A. Osman and N. Nordin, “Measuring Lean Culture: Designing a Research Instrument,” J. Mod. Manuf. Syst. Technol., vol. 5, pp. 7-17, 2020, doi: 10.15282/jmmst.v5i1.5821.]Search in Google Scholar
[[42] N. Sarhan, A. Harb, F. Shrafat, and M. Alhusban, “The effect of organizational culture on the organizational commitment: Evidence from hotel in-dustry,” Manag. Sci. Lett., vol. 10, pp. 183-196, 2020, doi: 10.5267/j.msl.2019.8.004.]Search in Google Scholar
[[43] H.L. Tay and S.W.K. Low, “Digitalization of learning resources in a HEI – a lean management perspective,” Int. J. Product. Perform. Manag., vol. 66, no. 5, pp. 680-694, 2017, doi: 10.1108/IJPPM-09-2016-0193.]Search in Google Scholar
[[44] K.M. Wiig, “Knowledge management in public administration,” J. Knowl. Manag., vol. 6, no. 3, pp. 224-239, 2002, doi: 10.1108/13673270210434331.]Search in Google Scholar
[[45] I.M. Adeinat and F.H. Abdulfatah, “Organizational culture and knowledge management processes: case study in a public university,” ournal Inf. Knowl. Manag. Syst., vol. 49, no. 1, pp. 35-53, 2019, doi: 10.1108/VJIKMS-05-2018-0041.]Search in Google Scholar
[[46] B. Zhang, Z. Niu, and C. Liu, “Lean Tools, Knowledge Management, and Lean Sustainability: The Moderating Effects of Study Conventions,” Sustainability, vol. 12, no. 3, pp. 956-976, Jan. 2020, doi: 10.3390/su12030956.]Search in Google Scholar
[[47] P.M. Lota, M.H. Almeida, and A. Grilo, “How do Knowledge Management Practices Influence the Deployment of Lean Management: a Case Study,” in Proceedings of the International Conference on Industrial Engineering and Operations Management Pilsen, Czech Republic, July 23-26, 2019, 2019, pp. 2100-2111.]Search in Google Scholar
[[48] W. Urban, “The Lean Management Maturity Self-Assessment Tool Based on Organizational Culture Diagnosis,” Procedia-Social Behav. Sci., vol. 213, pp. 728-733, 2015, doi: 10.1016/j.sbspro.2015.11.527.]Search in Google Scholar
[[49] G. Nawanir, M. Binalialhajj, K.T. Lim, and M.H. Ahmad, “Becoming Lean: The Way towards Sustainability of Higher Educations Institutions,” in FGIC 2nd Conference on Governance and Integrity 2019, 2019, pp. 603-626, doi: 10.18502/kss.v3i22.5078.]Search in Google Scholar
[[50] W. Hadid, S.A. Mansouri, and D. Gallear, “Is lean service promising? A socio-technical perspective,” Int. J. Oper. Prod. Manag., vol. 36, no. 6, pp. 618-642, 2016, doi: 10.1108/IJOPM-01-2015-0008.]Search in Google Scholar
[[51] E. Trist, The evolution of socio-technical systems, vol. 2. Toronto: Ontario Quality of Working Life Centre., 1981.]Search in Google Scholar
[[52] R. Shah and P.T. Ward, “Lean manufacturing: Context, practice bundles, and performance,” J. Oper. Manag., vol. 21, pp. 129-149, 2003, doi: 10.1016/S0272-6963(02)00108-0.]Search in Google Scholar
[[53] M. A. Lewis, “Lean production and sustainable competitive advantage,” Int. J. Oper. Prod. Manag., vol. 20, no. 8, pp. 959-978, 2000, doi: 10.1108/01443570010332971.]Search in Google Scholar
[[54] J. Singh, H. Singh, and V. Sharma, “Success of TPM concept in a manufacturing unit – a case study,” Int. J. Product. Perform. Manag., vol. 67, no. 3, pp. 536-549, 2018, doi: 10.1108/IJPPM-01-2017-0003.]Search in Google Scholar
[[55] N. Bouranta, E. Psomas, M.F. Suárez-Barraza, and C. Jaca, “The key factors of total quality management in the service sector: a cross-cultural study,” Benchmarking An Int. Journal., vol. 26, no. 3, pp. 893-921, Apr. 2019, doi: 10.1108/BIJ-09-2017-0240.]Search in Google Scholar
[[56] E. Psomas, F. Vouzas, N. Bouranta, and M. Tasiou, “Effects of total quality management in local authorities,” Int. J. Qual. Serv. Sci., vol. 9, no. 1, pp. 41-66, 2017, doi: 10.1108/IJQSS-04-2016-0035.]Search in Google Scholar
[[57] F. Talib, Z. Rahman, and M.N. Qureshi, “Total quality management in service sector: A literature review,” Int. J. Bus. Innov. Res., vol. 6, no. 3, pp. 259-301, 2012, doi: 10.1504/IJBIR.2012.046628.]Search in Google Scholar
[[58] M. Shafiq, F. Lasrado, and K. Hafeez, “The effect of TQM on organisational performance: empirical evidence from the textile sector of a developing country using SEM,” Total Qual. Manag. Bus. Excell., vol. 30, no. 1-2, pp. 31-52, Jan. 2019, doi: 10.1080/14783363.2017.1283211.]Search in Google Scholar
[[59] A.S. Aradhye and S.P. Kallurkar, “A case study of just-intime system in service industry,” in 12th Global Congress on Manufacturing and Management, GCMM 2014, 2014, vol. 97, pp. 2232-2237, doi: 10.1016/j.proeng.2014.12.467.]Search in Google Scholar
[[60] M.S. Kaswan, R. Rathi, and M. Singh, “Just in time elements extraction and prioritization for health care unit using decision making approach,” Int. J. Qual. Reliab. Manag., vol. 36, no. 7, pp. 1243-1263, Aug. 2019, doi: 10.1108/IJQRM-08-2018-0208/FULL/HTML.]Search in Google Scholar
[[61] S. Kucheryavenko, I. Chistnikova, B. Thorikov, and A. Nazarova, “Adaptation of lean production tools to educational activities of universities,” Prax. Educ., vol. 15, no. 36, pp. 687-705, 2019, doi: 10.22481/praxisedu.v15i36.5956.]Search in Google Scholar
[[62] M.M. Yasin, M.A. Wafa, and M.H. Small, “Just-in-time implementation in the public sector: An empirical examination,” Int. J. Oper. Prod. Manag., vol. 21, no. 9, pp. 1195-1204, 2001, doi: 10.1108/EUM0000000005925.]Search in Google Scholar
[[63] S. Nakajima, “Introduction to TPM: Total Productive Maintenance,” Product. Press. Inc., p. 129, 1988.]Search in Google Scholar
[[64] M. Alsmadi, A. Almani, and R. Jerisat, “A comparative analysis of Lean practices and performance in the UK manufacturing and service sector firms,” Total Qual. Manag. Bus. Excell., vol. 23, no. 3-4, pp. 381-396, 2012, doi: 10.1080/14783363.2012.669993.]Search in Google Scholar
[[65] S.A. Brah and W.K. Chong, “Relationship between total productive maintenance and performance,” Int. J. Prod. Res., vol. 42, no. 12, pp. 2383-2401, 2004, doi: 10.1080/00207540410001661418.]Search in Google Scholar
[[66] O. Orynycz and K. Tucki, “Total Productive Maintenance Approach to an Increase of the Energy Efficiency of a Hotel Facility and Mitigation of Water Consumption,” Energies, vol. 14, no. 6, p. 1706, 2021.]Search in Google Scholar
[[67] “Official Portal of Malaysian Administrative Modernisation and Management Planning Unit (MAMPU),” 2021. https://www.mampu.gov.my/en/ (accessed Aug. 28, 2022).]Search in Google Scholar
[[68] C.M. Ringle, S. Wende, and J.M. Becker, “SmartPLS 3,” Boenningstedt SmartPLS GmbH, vol. 584, 2015.]Search in Google Scholar
[[69] G. Hair, T. Hult, C.M. Ringle, and M. Sarstedt, A primer on partial least squares structural equation modeling (PLS-SEM), 2nd ed., vol. 38, no. 2. SAGE Publications, 2017.]Search in Google Scholar
[[70] R. B. Kline, Principles and practice of structural equation modeling, no. 4. Guilford publications, 2015.]Search in Google Scholar
[[71] A. Gold, A. Malhotra, and A. Segars, “Knowledge management: An organizational capabilities perspective,” J. Manag. Inf. Syst., vol. 18, no. 1, pp. 185-214, 2001, doi: 10.1080/07421222.2001.11045669.]Search in Google Scholar
[[72] J.F. Hair, W.C. Black, B.J. Babin, and R.E. Anderson, Multivariate Data Analysis. Cengage learning, 2018.]Search in Google Scholar
[[73] J.F. Hair, M. Sarstedt, C.M. Ringle, and S.P. Gudergan, Advanced issues in Partial Least Squares Structural Equation Modeling. SAGE Publications, 2018.]Search in Google Scholar
[[74] G. Shmueli, S. Ray, J.M. Velasquez Estrada, and S.B. Chatla, “The elephant in the room: Predictive performance of PLS models,” J. Bus. Res., vol. 69, no. 10, pp. 4552-4564, Oct. 2016, doi: 10.1016/J.JBUSRES.2016.03.049.]Search in Google Scholar
[[75] M. Hussein and T. Zayed, “Critical factors for successful implementation of just-in-time concept in modular integrated construction: A systematic review and meta-analysis,” J. Clean. Prod., vol. 284, p. 124716, 2021, doi: 10.1016/j.jclepro.2020.124716.]Search in Google Scholar
[[76] M. Almanei, K. Salonitis, and Y. Xu, “Lean Implementation Frameworks: The Challenges for SMEs,” in The 50th CIRP Conference on Manufacturing Systems Lean, 2017, vol. 63, pp. 750-755, doi: 10.1016/j.procir.2017.03.170.]Search in Google Scholar
[[77] S. Sorooshian and S.A. Mad Ali, “Lean practices pertaining hard and soft factors in service sectors,” Calitatea, vol. 18, no. 161, pp. 80-86, 2017.]Search in Google Scholar
[[78] D.M. da C. Nogueira, P.S.A. Sousa, and M.R.A. Moreira, “The relationship between leadership style and the success of Lean management implementation,” Leadersh. Organ. Dev. J., vol. 39, no. 6, pp. 807-824, Aug. 2018, doi: 10.1108/LODJ-05-2018-0192.]Search in Google Scholar
[[79] R. Asnan, N. Nordin, and S.N. Othman, “Success Factors of Lean Management Implementation in Public Service Organizations,” J. Technol. Oper. Manag., 2016.]Search in Google Scholar
[[80] M. Cano, R. Murray, and A. Kourouklis, “Can lean management change the managerial culture in higher education?,” Stud. High. Educ., vol. 0, no. 0, pp. 1-13, 2020, doi: 10.1080/03075079.2020.1817892.]Search in Google Scholar
[[81] Z.H.A. Azyan, V. Pulakanam, and D. Pons, “Success factors and barriers to implementing lean in the printing industry. A case study and theoretical framework,” J. Manuf. Technol. Manag., vol. 28, no. 4, pp. 458-484, 2017, doi: 10.1108/JMTM-05-2016-0067.]Search in Google Scholar
[[82] M.G. Lins, L. P. Zotes, and R. Caiado, “Critical factors for lean and innovation in services: from a systematic review to an empirical investigation,” Total Qual. Manag. Bus. Excell., vol. 32, no. 5-6, pp. 606-631, 2021, doi: 10.1080/14783363.2019.1624518.]Search in Google Scholar
[[83] M.H. Ali, S. Zailani, M. Iranmanesh, and B. Foroughi, “Impacts of environmental factors on waste, energy, and resource management and sustainable performance,” Sustain., vol. 11, no. 8, 2019, doi: 10.3390/su11082443.]Search in Google Scholar
[[84] M. Iranmanesh, S. Zailani, S. Hyun, M. Ali, and K. Kim, “Impact of lean manufacturing practices on firms’ sustainable performance: lean culture as a moderator,” Sustainability, vol. 11, no. 4, p. 1112, 2019, doi: 10.3390/su11041112.]Search in Google Scholar
, 