An institutional theory perspective on Six Sigma adoption

Braunscheidel, Michael J.; Hamister, James W.; Suresh, Nallan C.; Star, Harold

doi:10.1108/01443571111119542

Cited by 78 publications

(76 citation statements)

References 38 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Several organizational theories including resource-based view, transaction cost economics, agency, network theory and institutional theory have been used to understand how companies adopt, assimilate, and develop operations strategy initiatives such as total quality management (Anderson et al, 1999), lean manufacturing (Ketokivi and Schroeder, 2004), Six Sigma (Braunscheidel et al, 2011), and supply chain management/green supply chain management (Zhu et al, 2005, Zhu et al, 2010Lee and Cheong, 2011;Zailani et al, 2012) successfully. Within the context of GSCM, actors in the supply chain operate in a way that fulfills both customer and legal requirements.…”

Section: Adoption Of Gscm: Institutional Theory Perspectivementioning

confidence: 99%

Green supply chain management practices and performance

Laosirihongthong

Adebanjo²,

Tan³

2013

Industrial Management &Amp; Data Systems

366

296

View full text Add to dashboard Cite

Purpose -This study examines the deployment of pro-active and re-active practices in the implementation of Green Supply Chain Management (GSCM) and analyzes their impact on environmental, economic, and intangible performance by considering business strategy as organizational focus.Design/methodology/approach -Data were collected from a sample of 190 ISO 14001 certified manufacturing companies in Thailand and used to test the research hypotheses. Factor analysis was used to examine the construct validity while multivariate linear regression was usedd to test criteria validity.Findings -The threat of Legislation and regulation (re-active practices) was a consideration that resulted in companies enhancing their environmental, economic, and intangible performance.Reverse logistics practices (pro-active practices) had low levels of adoption and do not have a significantly impact on GSCM performance.Research limitations -This study did not consider some aspects of organizational culture interaction between key customers/suppliers in the supply chain.Practical implications -The results of this study suggest that organizations need to be aware that pursuing a low cost strategy may impact negatively on their ability to invest in GSCM.Originality/value -This study is the first attempt to explore GSCM implementation by considering business strategy and institutional drivers in the same context.

show abstract

Section: Adoption Of Gscm: Institutional Theory Perspectivementioning

confidence: 99%

Green supply chain management practices and performance

Laosirihongthong

Adebanjo²,

Tan³

2013

Industrial Management &Amp; Data Systems

366

296

View full text Add to dashboard Cite

show abstract

Section: Introductionmentioning

confidence: 99%

“…Studies analyzing the relationship between Six Sigma implementation and performance are increasingly common (e.g., Braunscheidel, Hamister, Suresh and Star, 2011;Choi, Kim, Leem, Lee and Hong, 2012;Shafer and Moeller, 2012;Swink and Jacobs, 2012). Despite the positive relationship often found in research (e.g., Braunscheidel et al, 2011;Choi et al, 2012;Shafer and Moeller, 2012;Swink and Jacobs, 2012), a significant controversy about the real benefits Current research efforts are thus devoted to analyzing the relationship between Six Sigma and knowledge management. Results show positive relationships between Six Sigma and variables such as organizational learning (e.g., Choo et al, 2007;Llorens and Molina, 2006;Malik and Blumenfeld, 2012;Wiklund and Wiklund, 2002), knowledge creation (e.g., Anand et al, 2010;Choo et al, 2007), absorptive capacity (e.g., Gutierrez Bustinza and Barrales- Molina, 2012;McAdam and Hazlett, 2010), and shared vision (Gutierrez, Llorens-Montes and Bustinza, 2009;Malik and Blumenfeld, 2012).…”

Section: Introductionmentioning

confidence: 99%

The knowledge transfer process in Six Sigma subsidiary firms

Gutiérrez

Barrales‐Molina

Torres

2015

Total Quality Management & Business Excellence

View full text Add to dashboard Cite

Although the operative benefits of Six Sigma methodology in the business world are well accepted, the long-term benefits of the initiative are currently under discussion. This paper aims to analyze how Six Sigma methodology is related to the knowledge transfer process, a source of competitive advantage. For this purpose, we observe how team management in Six Sigma firms differs statistically from team management proposed by other quality management initiatives, and how Six Sigma team management is related to the knowledge integration and knowledge transfer processes. An ANOVA analysis and Partial Least Squares (PLS) approach were used to analyze data from 53 European Six Sigma firms, confirming the hypotheses developed. The results confirm that Six Sigma methodology offers new possibilities to companies and that implementation of Six Sigma has a positive effect on variables that influence long-term organizational performance, such as knowledge management. Relevant academic contributions and implications for practitioners are included.

show abstract

“…Researchers [5,16] state that lean is not simply a set of tools which can be cherry picked to solve a plethora of problems but the contextual concept of value needs to be measured and defined. Bicheno [5] conveys the message that lean is not purely a process of Muda/waste removal [9,11,17] but should be viewed proactively as a Muda/waste prevention exercise.…”

Section: The Lean Methodologymentioning

confidence: 99%

Developing a lean measurement system to enhance process improvement

Lewis

Cooke

2013

Int. J. Metrol. Qual. Eng.

View full text Add to dashboard Cite

Abstract.A key ingredient to underpin process improvement is a robust, reliable, repeatable measurement system. Process improvement activity needs to be supported by accurate and precise data because effective decision making, within process improvement activity, demands the use of "hard" data. One of the oldest and most established process improvement methods is Deming's Plan-Do-Check-Act (PDCA) cycle which is reliant on the check phase, a measurement activity where data is being gathered and evaluated. Recent expansions of the PDCA such as the Six-Sigma Define-Measure-Analyse-Improve-Control (DMAIC) methodology place significant importance upon measurement. The DMAIC cycle incorporates the regimented requirement for the inclusion of measurement system analysis (MSA) into the breakthrough strategy. The call for MSA within the DMAIC cycle is to provide the improvement activity with a robust measurement system that will ensure a pertinent level of data during any validation process. The Lean methodology is heavily centred on the removal of the seven Mudas (wastes) from a manufacturing process: defects, overproduction, transportation, waiting, inventory, motion and processing. The application of lean, particularly within the manufacturing industry, has led to a perception that measurement is a waste within a manufacturing process because measurement processes identify defective products. The metrologists' pursuit for measurement excellence could be construed as a hindrance by the "cost down" demands being perpetrated from the same organisation's lean policy. So what possible benefits does enforcing the regimes of the lean and quality philosophies upon the measurement process have and how does this ultimately enhance the process improvement activity? The key fundamental to embed with any process improvement is the removal of waste. The process improvement techniques embedded within lean and quality concepts are extremely powerful practices in the drive to eradicate waste but there are numerous contextual problems with the application of the process improvement activity and its associated measurement system. The application demands of the organisation may be dependent on a number of financial and resource constraints which may introduce reasons not to apply stringent measurement methodology and practice. The failure of various process improvement activities due to poorly managed measurement activity has arguably never been comprehensively analysed. Process improvement activity theory fully embellishes the need for applied robust measurement systems, so how can process improvement and measurement be systematically aligned to gain benefits? The aim of this paper is to consider whether lean philosophies can be integrated and applied within measurement systems. The discussion seeks to identify if seven Muda exist within measurement systems and whether in doing so this will lead to benefits for process improvement activities.

show abstract

An institutional theory perspective on Six Sigma adoption

Cited by 78 publications

References 38 publications

Green supply chain management practices and performance

Green supply chain management practices and performance

The knowledge transfer process in Six Sigma subsidiary firms

Developing a lean measurement system to enhance process improvement

Contact Info

Product

Resources

About