Abstract
This paper investigates the impact of social media utilization on problem-solving routines in organizations undergoing Lean Production (LP) implementation. A multi-case study was conducted in three firms from different sectors with distinct maturity levels of LP implementation. Empirical evidence was collected through complementary ways, such as semi-structured interviews, secondary data, and in loco non-participant observation. Data were then analyzed and triangulated, leading to propositions on the effects of social media on problem-solving activities in lean organizations. This research was grounded on the concepts of Information Manipulation Theory. Our findings suggest that, while social media may contribute to the amount of information that is shared for solving problems, the relevance and the level of details of such information may be shallow, overburdening the help chain mechanisms and generating wastes like overprocessing. The identification of the impact of social media on problem-solving activities enables a better comprehension of how new information and communication technologies can promote (or impair) the intra- and inter-organizational links. It also helps identify improvement opportunities in integrating social media into problem-solving routines, resulting in more responsive and competitive organizations.