Dynamic capabilities through continuous improvement infrastructure / Gopesh Anand in Journal of operations management, Vol. 27 N° 6 (Décembre 2009)  

Public ISBD [article]  inJournal of operations management > Vol. 27 N° 6 (Décembre 2009) . - pp. 444–461 Titre : Dynamic capabilities through continuous improvement infrastructure Type de document : texte imprimé Auteurs : Gopesh Anand, Auteur ; Peter T. Ward, Auteur ; Mohan V. Tatikonda, Auteur Année de publication : 2010 Article en page(s) : pp. 444–461 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Continuous improvement Dynamic capabilities Lean management Operations strategy Organizational learning Six Sigma Total quality Résumé : We examine the content of continuous improvement strategies and identify infrastructure decision areas that are important for continuous improvement initiatives. We present a framework of infrastructure based on the idea that continuous improvement can serve as a dynamic capability when it includes a comprehensive organizational context. Further, we study continuous improvement initiatives in five companies to investigate the practices used by them in each of the decision areas of our framework. This research adds to the conceptual understanding of continuous improvement and results in grounded propositions about critical areas of infrastructure for continuous improvement. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000199 [article] Dynamic capabilities through continuous improvement infrastructure [texte imprimé] / Gopesh Anand, Auteur ; Peter T. Ward, Auteur ; Mohan V. Tatikonda, Auteur . - 2010 . - pp. 444–461. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 27 N° 6 (Décembre 2009) . - pp. 444–461 Mots-clés : Continuous improvement Dynamic capabilities Lean management Operations strategy Organizational learning Six Sigma Total quality Résumé : We examine the content of continuous improvement strategies and identify infrastructure decision areas that are important for continuous improvement initiatives. We present a framework of infrastructure based on the idea that continuous improvement can serve as a dynamic capability when it includes a comprehensive organizational context. Further, we study continuous improvement initiatives in five companies to investigate the practices used by them in each of the decision areas of our framework. This research adds to the conceptual understanding of continuous improvement and results in grounded propositions about critical areas of infrastructure for continuous improvement. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000199

Exemplaires

Code-barres	Cote	Support	Localisation	Section	Disponibilité
aucun exemplaire

Role of explicit and tacit knowledge in Six Sigma projects / Gopesh Anand in Journal of operations management, Vol. 28 N° 4 (Juillet 2010)  

Public ISBD [article]  inJournal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 303–315 Titre : Role of explicit and tacit knowledge in Six Sigma projects : An empirical examination of differential project success Type de document : texte imprimé Auteurs : Gopesh Anand, Auteur ; Peter T. Ward, Auteur ; Mohan V. Tatikonda, Auteur Année de publication : 2011 Article en page(s) : pp. 303–315 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Knowledge management Organizational learning Process improvement Six Sigma Tacit knowledge Teams Résumé : This research develops a conceptual model for predicting success of process improvement projects as a result of knowledge-creation practices employed in the projects. The model is empirically examined in the context of Six Sigma black belt projects. New scales are developed to measure explicit- and tacit-knowledge-creation practices in process improvement. Data is gathered via a cross-sectional sample, and the hypotheses are tested using hierarchical regression. Our results support the notion that knowledge-creation practices influence the success of process improvement projects. Specifically, the inclusion of softer, people-oriented practices for capturing tacit knowledge explains a significant amount of variance in project success, as much as the more analytically focused practices that capture explicit knowledge. This research offers practical insights about the influence of practices that project managers use to create new knowledge by capturing explicit and tacit knowledge, and seeks to advance theoretical understanding of process improvement. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000771 [article] Role of explicit and tacit knowledge in Six Sigma projects : An empirical examination of differential project success [texte imprimé] / Gopesh Anand, Auteur ; Peter T. Ward, Auteur ; Mohan V. Tatikonda, Auteur . - 2011 . - pp. 303–315. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 303–315 Mots-clés : Knowledge management Organizational learning Process improvement Six Sigma Tacit knowledge Teams Résumé : This research develops a conceptual model for predicting success of process improvement projects as a result of knowledge-creation practices employed in the projects. The model is empirically examined in the context of Six Sigma black belt projects. New scales are developed to measure explicit- and tacit-knowledge-creation practices in process improvement. Data is gathered via a cross-sectional sample, and the hypotheses are tested using hierarchical regression. Our results support the notion that knowledge-creation practices influence the success of process improvement projects. Specifically, the inclusion of softer, people-oriented practices for capturing tacit knowledge explains a significant amount of variance in project success, as much as the more analytically focused practices that capture explicit knowledge. This research offers practical insights about the influence of practices that project managers use to create new knowledge by capturing explicit and tacit knowledge, and seeks to advance theoretical understanding of process improvement. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000771

Exemplaires

Code-barres	Cote	Support	Localisation	Section	Disponibilité
aucun exemplaire