Determining the Critical Factors of Radical Innovation Using an Integrated Model of Fuzzy Analytic Hierarchy Process-Fuzzy Kano With a Case Study in Mobarakeh Steel Company

Shahin, Arash; Barati, Azar; Geramian, Arash

doi:10.1080/10429247.2017.1298182

Cited by 30 publications

(12 citation statements)

References 85 publications

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“…Talent is also the people's ability in guiding their job simply and using creativity in a predetermined time by motivating others (Gumus et al, 2013). While there is a real need for competitive businesses to become more knowledge-based, since capability in knowledge management and knowledge transfer makes organisations more innovative (Shahin et al, 2017), organisations with talent management protocols have strategic program and they anticipate how to attract, select, train, develop, promote and transfer their employees within their organisations (Barron, 2008). Hans Straberg, the executive manager of Elextroux believed that in their intensive competitive industry having adequate people in suitable positions is a guarantee to which they recognise their opportunities in order for their employees to have their best performance.…”

Section: Talent and Talent Managementmentioning

confidence: 99%

Proposing a model of talent excellence with a case study in Isfahan Province Gas Company

Soltani

Shahin

Barzoki

2020

IJBEX

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The main purpose of this study is to develop a model of talent excellence. For this purpose, thematic analysis and interviews with university experts, industry experts and managers were first used to identify a model for talent excellence. Then, a researcher-made-questionnaire was used to study the current status of target population based on talent excellence model. Finally, the research model was used to evaluate the status of the Isfahan Province Gas Company (IPGC) as a case study using experts' viewpoints according to the target scores of the model. Eventually, solutions were offered based on the assessment results. The developed model included three main themes (criteria), eight sub-themes (sub-criteria) and 30 concepts. Assessment results indicated that IPGC achieved 455 out of 1,000 points. Based on the privileges of the talent excellence model in the IPGC, the results, enablers and process were satisfactory, respectively.

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Section: Talent and Talent Managementmentioning

confidence: 99%

Proposing a model of talent excellence with a case study in Isfahan Province Gas Company

Soltani

Shahin

Barzoki

2020

IJBEX

Self Cite

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“…Related studies such as Sanaei ( 2014); Hecker and Ganter (2016) and Shahin et al (2017) indicated that these seven ingredients certainly become suitable measurement indices and have been widely adopted in recent research to explore how to guide an organizational innovation. Thus, these seven ingredients certainly will be adopted and combined with elements of the four components of the ISO 9000 QMS for exploration for research purposes.…”

Section: Measurement Indices For Organizational Innovationmentioning

confidence: 99%

How can the ISO 9000 QMS improve the organizational innovation of supply chains?

Shi

Lin²,

Chen³

et al. 2019

IJIS

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Purpose Studies have not investigated how the International Standards Organization (ISO) 9000 quality management system (QMS) guides manufacturers’ and their partners’ creative processes in devising an innovative supply chain structure. Accordingly, this study aims to explore this subject. Design/methodology/approach A systematic literature analysis was conducted to explore how the ISO 9000 QMS might guide manufacturers’ and supply chain partners’ creative processes and the further development of an innovative supply chain organizational structure. The systematic literature analysis is divided into the following two parts: the first part collects related literature to analyze and explore based on the research questions and purpose. The second part is an association analysis. The results of the association analysis show that these related literatures are suitable for the analysis and exploration of the research questions and purpose. Findings This study developed an analytic framework to compare the elements of four components of the ISO 9000 QMS and the ingredients that drive creativity and innovation; the study also reviewed related publications to deeply analyze the relationship between the elements of the four components and the ingredients of creativity and innovation. The authors observed that when manufacturers and partners implement the ISO 9000 QMS, their use of the elements of the four components engages all ingredients and thereby facilitates the manufacturers’ and partners’ creative process in the development of an innovative organizational structure. Research implications According to the results of the analysis, practitioners can understand how to improve the innovation of an organization’s supply chain from ISO 9000 QMS components. In addition, the research has resulted in developing additional research propositions concerning the relationship between the four components of the ISO 9000 QMS and ingredients that drive creativity and innovation. Based on these propositions, more research hypotheses can be further developed. Originality/value The research results prove that the ISO 9000 QMS has a positive effect on facilitating the creative process and innovation, with regard to the organizational structure, and it also provides the underlying reasons for this effect.

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“…Yet, this research has only highlighted the potentials of WWTPs, but it is possible that the classification may be slightly different in specific marketing, social or economic conditions because the standards or demands of customers are variable. In addition, analyzing through the Kano model per se can be developed for classification, as it is recently carried out by Shahin, Barati and Geramian (2017) and Shahin , Mohammadi, Harsij and Rahbar Ghazi (2017).…”

Section: Kano Model and Wwtpmentioning

confidence: 99%

Value-added innovation in infrastructure systems, lessons learned from wastewater treatment plants

Jamshidi

2019

TQM

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Purpose Wastewater treatment plants (WWTPs) are evolving toward sustainability. The purpose of this paper is to discuss how innovation can develop these mission-based service industries to value-added manufacturing enterprises. Here, innovation is embedded in altering the understanding of stakeholders toward the objectives and managerial systems of these infrastructures. Design/methodology/approach This study uses multidisciplinary principles in management, economics and engineering to assess the integration of innovation and quality management with different perspectives. It initially compares the conventional and innovative approach for operating WWTPs. Subsequently, it emphasizes the contribution of the tailor-made managerial system of wastewater treatment enterprises through prospective markets, customers’ preferences, probable competitions and shared values. Findings The tailor-made managerial system for wastewater treatment can add economic values by manufacturing multiple demand products for local markets. Water, green energy, organic fertilizers and raw materials are the main products that can be simultaneously recovered according to the customers’ demand. The Kano model also verifies that the new managerial system has this potential to turn the conventional must-be treatment systems into delightful enterprises. It can provide different stakeholders with shared social and environmental values. Accordingly, locals and customers can be engaged in monitoring the quality of products to consider their feedback for decision making and upgrading. This indirectly defines shared values among operators and society to reinforce localization and ecosystem protection. Additionally, this research reveals that the market of the aforementioned strategic products is promising as a blue ocean for set sail due to the lack of competitors. Originality/value This study introduces wastewater treatment as a promising enterprise for integrating innovation and quality management.

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Determining the Critical Factors of Radical Innovation Using an Integrated Model of Fuzzy Analytic Hierarchy Process-Fuzzy Kano With a Case Study in Mobarakeh Steel Company

Cited by 30 publications

References 85 publications

Proposing a model of talent excellence with a case study in Isfahan Province Gas Company

Proposing a model of talent excellence with a case study in Isfahan Province Gas Company

How can the ISO 9000 QMS improve the organizational innovation of supply chains?

Value-added innovation in infrastructure systems, lessons learned from wastewater treatment plants

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