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The purpose of this study is to discover the learning mechanisms and temporal dynamics of implementing systems (Six Sigma) as it unfolds over time.

The data come from a European engineering company that was implementing a Six Sigma-based quality management system (QMS) over a seven-year period. The analysis is based on an event-sequence reconstruction of the implementation process as it unfolded over time and discovers four different learning mechanisms that emerged: programmatic, persistent, adaptive and dialectical learning mechanisms. The research follows a process design study, where the authors study how the process unfolds over time.

Much of the literature on implementing management systems suggests that implementation follows a prescribed sequence of “turn-key” steps. However, the findings show that only 40% of all events were driven by prescribed “turn-key” generic practices, while 56% of events required constructing new practices via adaptive and dialectical learning. Moreover, the implementation process did not proceed in a linear programmatic fashion, but instead followed a punctuated equilibrium pattern, which alternated between periods of incremental change and major organizational change. The study also found that implementation required changing many complementary organizational structures and practices that were interdependent with the management system (i.e. Six Sigma). By understanding the implementation process, managers can better assess the time and effort involved, better adapt the system to their situated context and predict critical junctures where implementation could break down.

This research complements the few studies that have examined the process of implementing management systems. Most studies examine factors or conditions that result in implementation success (the what of implementing systems), but few examine the process of implementation and the learning that takes place during implementation (the how of implementing systems), which is a complex nonlinear process that involves different modes of learning.

Although scholars have considered the success factors of process improvement (PI) projects, limited research has considered the factors that influence failure. The purpose of this paper is to extend the understanding of PI project failure by systematically reviewing the research on generic project failure, and developing research propositions and future research directions specifically for PI projects.

A systematic literature review protocol resulted in a total of 97 research papers that are reviewed for contributions on project failure.

An inductive category formation process resulted in three categories of findings. The first category are the causes for project failure, the second category is about relatedness between failure factors and the third category is on failure mitigation strategies. For each category, propositions for future research on PI projects specifically are developed. Additional future research directions proposed lay in better understanding PI project failure as it unfolds (i.e. process studies vs cross-sectional), understanding PI project failure from a theoretical perspective and better understanding of PI project failure antecedents.

This paper takes a multi-disciplinary and project type approach, synthesizes the existing knowledge and reflects upon the developments in the field of research. Propositions and a framework for future research on PI project failure are presented.

Despite technological advancements within process improvement (PI) projects, two out of three PI projects failed. This paper aims to identify the critical failure factors (CFFs) linked to PI projects and propose suitable mitigation strategies. It also examines how PI practitioners can leverage unsuccessful projects to stimulate learning from failure, turning them into opportunities for development and growth.

A qualitative approach involving semi-structured interviews with 21 PI professionals was utilized to capture the CFFs and their corresponding mitigation best practices.

The study reveals 14 CFFs spanning from issues at the top-level management, down to challenges at the project level and shortcomings at the individual level. We uncover new evolving factors related to “big data analysis and technology implementations”, “project scope complexity”, “unrealistic goal setting”, “frequent shifts in management priorities”, “unclear problem definition” and “prolonged execution duration”. Moreover, results emphasize the significance of fostering a “culture of learning from failure” and “transparency in failure acknowledgment” to avert failures.

This study is the first to provide real-world solutions and guidelines to proactively mitigate PI failures. It offers insights for PI practitioners and broadens their view on emerging factors to implement preventive strategies, building on learning from failures and those of others.

Manufacturers face increasing demands to address inefficiencies and improve environmental performance across their supply chains. However, there remains a significant gap in empirical research examining how collaboration in the supply chain affects various environmental practices and their consequent impacts on performance. This study aims to address the gap by examining how shared goals and vision drives compliance-oriented and prevention-oriented practices, subsequently affecting environmental performance and operational costs—critical for fostering antifragility and resilience in today’s environment.

An empirical study has been performed based on a sample of survey data from 279 manufacturers from fifteen countries and regions. Applying structural equation modeling analysis to the sample dataset, this study examines the mediating role of two distinct types of environmental practices between shared goals and visions and manufacturers’ environmental performance and operational cost.

This study delineates distinct pathways through which shared goals and vision affect various types of environmental practices, and consequently lead to different performance outcomes: (1) environmental impact of manufacturing activities depends on the collective efforts of the manufacturers and their supply chain partners; (2) shared goals and vision among supply chain partners facilitates both environmental performance and operational cost through prevention-oriented practice; (3) shared goals and vision in supply chain benefits operational cost performance primarily through prevention-oriented practice, but less likely through compliance-oriented practice.

This study reveals two distinct pathways through which the shared goals and vision impact various performance outcomes, providing valuable guidance to businesses aiming to balance operational cost and environmental performance — crucial for resilience in today's turbulent environment.

This study not only corroborates existing theories of the Natural Resource-Based View and collaborative networks but also provides a detailed depiction of how collaboration across the supply chain promotes a diverse range of environmental practices and yields varied performance outcomes. It offers vital insights for supply chain participants to effectively navigate environmental challenges, enabling them to cultivate resilience and proactively address environmental issues.

The purpose of this study is to examine the critical failure factors (CFFs) linked to various types of process improvement (PI) projects such as Kaizen, Lean, Six Sigma, Lean Six Sigma and Agile. Proposing a mitigation framework accordingly is also an aim of this study.

This research undertakes a systematic literature review of 49 papers that were relevant to the scope of the study and that were published in four prominent databases, including Google Scholar, Scopus, Web of Science and EBSCO.

Further analysis identifies 39 factors that contribute to the failure of PI projects. Among these factors, significant emphasis is placed on issues such as “resistance to cultural change,” “insufficient support from top management,” “inadequate training and education,” “poor communication” and “lack of resources,” as primary causes of PI project failures. To address and overcome the PI project failures, the authors propose a framework for failure mitigation based on change management models. The authors present future research directions that aim to enhance both the theoretical understanding and practical aspects of PI project failures.

Through this study, researchers and project managers can benefit from well-structured guidelines and invaluable insights that will help them identify and address potential failures, leading to successful implementation and sustainable improvements within organizations.

To the best of the author’s knowledge, this paper is the first study of its kind to examine the CFFs of five PI methodologies and introduces a novel approach derived from change management theory as a solution to minimize the risk associated with PI failure.

The authors empirically determine the stages and leadership styles that enhance the effectiveness of firm response and recovery efforts during each stage.

The authors use an inductive exploratory approach and mixed-method research design. Study 1 uses a combination of qualitative data gathered through two rounds of exploratory focus groups (26 managers and executives), Q-sorting (60 participants) and a confirmatory focus group (6 experts) to highlight how expert practitioners perceive the staged progression of a supply chain disruption. Study 2 uses responses from 90 experienced managers in an experimental vignette to determine the most effective leadership style during each stage.

Expert practitioners are strongly partial to a two-staged disruption model that includes an early/response and late/recovery stage. They consider decisiveness to be the most effective style in the response stage. However, in the recovery stage, a style that combines decisiveness and task-centered leadership is perceived to be the most effective. Further, effective leadership hinges on applying distinct styles depending on the progression of events during supply chain disruptions.

Empirical evidence and validation of conceptual models on leadership behavior during crises are essentially nonexistent in the literature. This study is likely the first to pursue the subject of leadership during stages of crises and the first to offer empirical evidence thereof. Relatedly, the authors contribute to the growing research on crisis management, which is likely to receive even more attention as the frequency and size of crises facing organizations increase.

Much of the practitioner literature touts the universal benefits of process management and its impact on operational performance. However, in academic literature, empirical evidence is mixed. The purpose of this study is to investigate the role of the competitive intensity on the effectiveness of process management.

Survey data from manufacturing plants were collected from through a global research project. Regression analysis was used to test hypotheses.

The influence of process design on efficiency and innovation performance is not dependent on competitive intensity; however, the impact of process improvement and process control on efficiency and innovation performance is in some instances moderated by competitive intensity.

The inclusion of competitive intensity as a contingency variable helps to explain the contextual impact of process management on efficiency and innovation.

Process management can be an effective tool if the levels of process design, control, and improvement are customized to fit with the competitive environment.

This is one of the few studies to empirically examine process management as three core elements. Previous studies utilized a single construct of process management or multiple manufacturing practices such as customer/supplier involvement, statistical quality control, process focus, and cross-functional teams to measure process management. Using this measurement approach demonstrates how process management can influence both efficiency and innovation.

Literature reviews are a pervasive aspect in research. An ever mounting field such as Lean Six Sigma requires a perpetual touch on the subject to accentuate insights that can be researched about. The purpose of this paper is to address the published literatures in the field of Lean Six Sigma through multiple criterion for an enhanced understanding of the subject matter through summarizing its current trends, uncovering existing literature gaps and revealing opportunities for future research in the field.

The literature review on Lean Six Sigma field spans around 17 years that includes peer-reviewed journals from management, business, engineering, healthcare, manufacturing, military among the many disciplines. The study uses a content analysis approach in which several dimensions of the literature were analysed: purpose or focus of study, years of publication, journal name or publications, methodologies, theories used, country of study, industry sub-sectors, active authors in the field, critical success factors, barriers and challenges and the most contribution of Lean Six Sigma papers by universities.

Eleven important findings from the analysis were summarized among them; the field of Lean Six Sigma had begun to grow significantly since the new millennium particularly after the 2004-2007 or 2008 period; standalone concepts of Lean and Six Sigma are highly researched compared to the integrated concepts; large proportion of perspective, conceptual and descriptive based studies; lack of empirical validity on the fusion between Lean and Six Sigma; lack of theoretical based studies, etc.

The study is limited to 102 journals in commonly searched databases in the subject matter which produced 261 journal papers. This study seeks to broaden the summary of studies done under the keyword “Lean Six Sigma”.

The review analysis uses a content analysis approach in search of valuable gaps in existing research. The study found 261 papers from 102 journals that were published over the past seventeen years (2000-2016). This paper provides scholars, practitioners and managers with insights on the present trends and focus of Lean Six Sigma in addition to what else are lacking in the subject matter, which could pave the way for future research and practical endeavours.

This article provides background on the historical development of royal hospitality in India before the advent of commercial hospitality in the twentieth century. The aim of the paper is to insert into the historiography of commercial hospitality the ancient Indian practice of endowing pilgrim rest houses, or chattrams (choultry) for the temporary housing and feeding of travelers, religious mendicants, and other groups in Indian society. As a case study, the article focuses on the chattrams of the Maratha Kings of Tanjavur (Tanjore) in South India, especially during the reign of Raja Serfoji II (r. 1798‐1832). Serfoji, working from the palette of past practices of his forebears, expanded these practices of traditional Hindu religious hospitality to include more progressive and inclusive charity, education and hospitality during the late eighteenth and early nineteenth centuries. Serfoji's munificent activities in his chattrams pose a challenge to any characterization that royal elites adapted historically dormant or static institutions to practical usage in the twentieth century.

This article is based on archival research into the role of institution building in strategies of indigenous kingship in early colonial India. The primary methodology used is content and descriptive analyses of archival documents in the Tamil language related to chattrams constructed by the Maratha court of Tanjavur between 1739 and 1855 CE.

The archival data show that the Maratha court of Tanjavur, particularly under Raja Serfoji II (r. 1798‐1832), incorporated through the chattram institution a greater variety of social groups in its charitable mandate by expanding the traditional forms of pious and ceremonial hospitality of the court to include not only religious mendicants and pilgrims, but also students, staff and European guests as well. The article reveals the manner in which such practices could sustain aspects of the traditional relationship between ruler and subject while creating newly responsive forms of social outreach to wider constituencies by an indigenous court that had been reduced to titular status under the rise of the British East India Company after 1798.

As yet, there has been no systematic survey of the evolution of commercial hospitality in India, nor particularly one that includes the practice of charitable rest houses in pre‐modern India. This article focuses attention on the diversified social functions of these institutions in the early colonial period in south India, and introduces these institutions as a potential precedent of later forms of commercial hospitality.