Fad, fashion and fit: An examination of quality circles, business process re-engineering and statistical process control

Dale, B.G.; Elkjær, Mette; Wiele, A. van der; Williams, Alan

doi:10.1016/s0925-5273(00)00165-1

Cited by 35 publications

(22 citation statements)

References 9 publications

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“…Mimetic pressures: As a result of bounded rationality and limits on time, energy, as well as substantial uncertainty regarding the efficiency of new practices, organizations copy others by adopting what are perceived to be legitimate practices Fad/fashion effects (numerous reported cases, e.g., Dale et al, 2001). Imitation of Japanese manufacturing practices (e.g., Ebrahimpour and Cullen (1993)).…”

Section: Type Of Drivermentioning

confidence: 99%

Contingency research in operations management practices

Sousa

Voss

2008

J of Ops Management

807

847

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A B S T R A C TAs operations management (OM) best practices have become mature, research on practices has begun to shift its interest from the justification of the value of those practices to the understanding of the contextual conditions under which they are effective-OM practice contingency research (OM PCR). This article sets out to examine and critique the current state of OM PCR. We review OM PCR studies through the lens of the major theoretical view on contingencies, contingency theory, along a number of relevant dimensions: contingency variables, performance variables, measurement, research design and employed form of fit. In this process, we put forward a number of tasks that need to be accomplished in order to move OM PCR forward and develop more solid conceptual foundations in which to anchor rigorous research in this area. Finally, we reflect on the theoretical arguments that underlie OM PCR (which are based on the contingency approach) and identify its limitations in fully explaining the currently observed patterns of use of OM practices and associated performance outcomes. As a result, we propose that in order to increase our understanding of these patterns, OM scholars need to study in more depth the process of selection of OM best practices by organizations. Accordingly, we put forward a framework to underpin such research integrating contingency theory and other theoretical perspectives. ß

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Section: Type Of Drivermentioning

confidence: 99%

Contingency research in operations management practices

Sousa

Voss

2008

J of Ops Management

807

847

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“…In the execution of CI cells, a group of three to twelve employees regularly meet under the leadership of their supervisor in order to systematically identify work related problems, analyse solutions, and to solve those problems (Dale et al 2001;Miron et al 2016;Barad 2018).The intrinsic CI cell aim of problem solving and gradual work improvement through group effort links the concept to the continues improvement or kaizen principle of lean thinking (Brunet and New 2003;Imai 2012;Maaruf and Mahmoud 2016). Alongside quality management (Love and Li 2000), with their regular performance review and improvement motives, CI cells are also classified as part of performance management (Bell 2005;Brown 2013).…”

Section: Literature Review Continuous Improvement Cellsmentioning

confidence: 99%

Continuous Improvement Cells in the Highways Sector

Tezel¹,

Koskela²,

Tzortzopoulos³

et al. 2018

26th Annual Conference of the International Group for Lean Construction

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In line with its performance improvement and Lean Construction agenda, the highways supply chain in the UK has commenced many Continuous Improvement (CI) cells in recent years. The CI cell is a small-group work coordination and improvement technique that is frequently used in many industries as part of their lean transformations. The technique has also its links to some key lean concepts and practices like continuous improvement (kaizen), Visual Management and hoshinkanri policy deployment.This paper presents a summary of a detailed research aiming to understand the execution of the CI cells in the highways supply chain in the UK with their associated benefits and challenges through a study of 12 CI cells at the main client organisation. Alongside a set of benefits and challenges, the current CI cell execution mechanism and some suggestions to improve the current practice were also presented in the paper.

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“…BPM has mostly remained in the fad phase and papers still mainly describe what BPM actually means; what it constitutes; how it should be used etc. Management consultants and academics write similar papers on those topics (Dale, Elkjaer, van der Wiele, & Williams, 2001). Some even claim that BPM was just a repackaging of old ideas to fit a new context, and that this was ultimately used to drive growth in the consulting industry (Newell, Swan, & Galliers, 2000;Terziovski, Fitzpatrick, & O'Neill, 2003).…”

Section: Introductionmentioning

confidence: 99%