N
Norani Nordin
Researcher at Universiti Utara Malaysia
Publications - 49
Citations - 634
Norani Nordin is an academic researcher from Universiti Utara Malaysia. The author has contributed to research in topics: Lean manufacturing & Lean project management. The author has an hindex of 11, co-authored 49 publications receiving 536 citations. Previous affiliations of Norani Nordin include National University of Malaysia.
Papers
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A survey on lean manufacturing implementation in Malaysian automotive industry
TL;DR: In this paper, the authors present an exploratory study of lean manufacturing implementation in Malaysian automotive industries and examine the drivers and barriers that influence the implementation of lean ma nufacturing.
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A framework for organisational change management in lean manufacturing implementation
TL;DR: In this article, the authors present a thorough literature review for lean manufacturing approach in the context of organisational change management and propose an organizational change framework for Lean manufacturing implementation that would serve as the basis for further empirical research and validation.
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Lean manufacturing implementation in Malaysian automotive industry: An exploratory study
TL;DR: In this paper, the authors present an exploratory study of lean manufacturing implementation in Malaysian automotive industry, and examine the drivers and barriers that influence the implementation of the lean manufacturing process.
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Drivers and barriers in sustainable manufacturing implementation in Malaysian manufacturing firms
TL;DR: The result shows that the increment in the overall cost of implementation is regarded as the main barrier to implementing sustainable manufacturing practices while environmental regulation and top management commitment are regarded asThe main drivers.
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Does knowledge based psychological ownership matter? Transformational leadership and knowledge hiding: A proposed framework
TL;DR: In this article, the authors proposed knowledge psychological ownership as a potential mediator on the relationship between transformational leadership and knowledge hiding behavior of an employee in the organization, and argued that transformational leaders through knowledge psychologically ownership will influence employees to refrain from the knowledge hiding behaviour that may negatively affect the organisation and encourage knowledge sharing to improve the performance of the organization.