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Article
Publication date: 17 November 2021

Steven Robert Fannon, Jose Eduardo Munive-Hernandez and Felician Campean

This paper establishes a comprehensive basis for understanding the roles and competences of mid-level management and their influence on the effectiveness of continuous improvement…

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Abstract

Purpose

This paper establishes a comprehensive basis for understanding the roles and competences of mid-level management and their influence on the effectiveness of continuous improvement (CI) capability within an organisation.

Design/methodology/approach

This research builds upon the hypothesis that methods alone do not lead to successful CI capability development. It focuses on the role of mid-level management in driving a CI environment that underpins the effectiveness of CI capability. A reference model for the CI environment is synthesised based on critical literature review, integrating CI culture, CI enablers and CI leadership elements. A comprehensive framework is introduced to define CI leadership roles and competence indicators. A quantitative benchmarking study involving structured interviews with 15 UK organisations was undertaken to collect evidence for a causal relationship between CI leadership competences and CI capability.

Findings

Analysis of the benchmarking data provides clear evidence of the causal relationship between the CI leadership competences of mid-level management and CI capability of the organisation. Given that the empirical study was structured on the basis of the CI leadership roles and competences framework introduced in this paper, this also provides validation for the proposed framework and the CI environment model.

Practical implications

The evidence-based knowledge of the positive relationship between the mid-management CI leadership competences and the effectiveness of the CI capability informs strategic organisational development interventions towards enhancing CI capability and effectiveness, ultimately underpinning productivity enhancement and sustainability. The framework for mid-level management CI leadership roles, responsibilities and competences introduced in this paper and grounded in underpinning work undertaken within a large automotive Original Equipment Manufacturer (OEM), can be adapted by any organisation. The CI environment reference model should provide a comprehensive support for strategists to communicate the framework for CI capability improvement within an organisation, to enhance acceptability and adherence to improvement actions.

Originality/value

This research proves for the first time the significance of the causal relationship between the CI leadership competences and the effectiveness of the CI capability within an organisation, thus filling an important gap between established previous work, focussing on the role of mid-level management on one side and practitioner and team level roles, methodologies and tools. The proposed CI environment model is a theoretical contribution with reference value for both practice and further studies. The comprehensive framework for mid-level management CI leadership roles, responsibilities and competences introduced in this paper provides sound foundation to deliver CI leadership in the workplace.

Details

The TQM Journal, vol. 34 no. 1
Type: Research Article
ISSN: 1754-2731

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Article
Publication date: 6 January 2022

Manish Gupta, Jiju Antony and Jacob Kjær Eskildsen

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Abstract

Details

The TQM Journal, vol. 34 no. 1
Type: Research Article
ISSN: 1754-2731

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Article
Publication date: 5 June 2017

Caglar Ucler

Small organizations within profit maximization supply chains form industrial clusters to share resources. They mainly deliver products and services in a reactive manner, where the…

548

Abstract

Purpose

Small organizations within profit maximization supply chains form industrial clusters to share resources. They mainly deliver products and services in a reactive manner, where the cluster is only facilitating. However, the cluster management can lead business development and assign work packages intelligently to appropriate cluster members by respecting collaboration and innovation. This upgrade of the cluster management requires a systematic approach. Therefore, the intelligent Cluster Assignment Tool concept is developed and an illustrative example is given. The paper aims to discuss these issues.

Design/methodology/approach

Interviews and workshops were used to isolate the hierarchy of the assignment model, supported by a literature research. Fuzzy analytic hierarchy process method was applied to determine weights, consolidating data delivered by members of a Turkish aviation and defence cluster. The approach was discussed at the IEEE 2016 ICE Conference in Norway with experts to assess regional restrictions.

Findings

Cluster members are actively looking for possibilities to enhance innovation potential that they are ready to participate in systematic approaches. Cluster organizations can differ by leading their members actively, when respecting all isolated dimensions of assignment. This can lead towards a cooperation base enhancing the potential for innovation and new product development (NPD).

Research limitations/implications

The illustrative example indicates a good fit to clusters without a dominant anchor firm. The generic framework was deliberated on cross-sectional perspective as satisfactory to be applied to different sectors in developing economies.

Practical implications

This paper helps clusters and small organizations to upgrade for innovation. Furthermore, it delivers a strategic tool supporting organizational transformation, preventing the price trap as well.

Originality/value

This approach is focussing on multi-criteria assignment across cluster members, upgrading it to a united organization. It delivers a strategic framework for cluster management, building a collaboration environment leading to innovation and NPD.

Details

Journal of Manufacturing Technology Management, vol. 28 no. 5
Type: Research Article
ISSN: 1741-038X

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