Cultural Impact on Lean Six Sigma and Corporate Success

Causal Analyses Considering the Effects of National Culture and Leadership

verfasst von: Miriam Jacobs

Verlag: Springer Fachmedien Wiesbaden

Buchreihe : Forum Marketing

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

To achieve a better understanding of the influence of National Culture, Corporate Culture and Leadership Style on Lean Six Sigma implementation and Corporate Success a quantitative empirical web-based survey with Lean Six Sigma professionals involved in the social professional network LinkedIn was carried out by Miriam Jacobs. The outcome of this survey suggests, that certain constellations of these five factors are more successful than others. Companies with an almost equal balance across different Leadership Styles and types of Corporate Culture achieve the best results, while companies equipped with a Rational and Hierarchical Corporate Culture in the absence of transformational, participative or supportive leadership are likely to fail.

Inhaltsverzeichnis

Frontmatter

1. Introduction

Abstract

Corporate Culture and its impact on Corporate Success has been the focus of many research projects across various academic disciplines (for an overview of empirical studies see the meta-analysis by Baetge et al. [2007]). Early observations have led to the awareness that Corporate Culture—although it often exerts an unconscious influence and the impact is not immediately recognized (see the three levels model by Schein [1984])—has a profound effect on any (strategic) management initiative. A number of authors believe that due to this very invisibility, the managerial or leadership influence on Corporate Culture and change management processes is very restricted (see for example Sackmann [2004], pg. 27).

Miriam Jacobs

2. Theoretical Foundations

Abstract

In the early nineteenth century, Taylor [1911] initiated lean management with his work “The Principles of Scientific Management” and a description of mass production techniques employed by Henri Ford to manufacture his Model T. Due to accelerated progress and globalization the rational organization for mass production he described led to significant disadvantages in terms of effectiveness, speed and flexibility (see [Hummels and de Leede, 2000, p. 75])-not only in the automobile industry.

Miriam Jacobs

3. Literature Review

Abstract

Similar to the approach by Prajogo and Sohal [2006], the literature review is presented in sections (see [Prajogo and Sohal, 2006, p. 36]), each focusing on the relationship between (at least) two variables of the broader research framework (see figure 3.1).

Miriam Jacobs

4. Methodological Foundations

Abstract

In order to test a model with hypothesized relationships between variables, structural equation modeling (SEM) is used [see SPSS [2006]]. Originally described as “a class of methodologies that seeks to represent hypotheses about means, variances, and covariances of observed data in terms of a smaller number of ’structural’ parameters defined by a hypothesized underlying model” ([Kaplan, 2000, p. 1]), this definition has been recently revised as to “a class of methodologies that seeks to represent hypotheses about summary statistics derived from empirical measurements in terms of smaller numbers of “structural” parameters defined by a hypothesized underlying model” ([Kaplan, 2008, p. 1]). Hoyle [1995] presents the alternative characterization, that SEM is “a comprehensive statistical approach to testing hypotheses about relations among observed and latent variables”.

Miriam Jacobs

5. Empirical Study and Results

Abstract

A convenience sample was used to collect cross country data in order to answer the research questions outlined in section 1.2. As the objective of this research was to obtain reliable and accurate insights into the worldwide dynamics of Lean Six Sigma, data of multiple countries, industries and functions had to be included.

Miriam Jacobs

6. Summary and Conclusion

Abstract

The starting point of this research was the disproportion between theoretical statements about the importance of National Culture, Corporate Culture and Leadership Style as determinants of Lean Six Sigma implementation and Corporate Success and the lack of empirical surveys actually examining the complex relationships between these variables.

Miriam Jacobs

Backmatter

Titel: Cultural Impact on Lean Six Sigma and Corporate Success
verfasst von: Miriam Jacobs
Verlag: Springer Fachmedien Wiesbaden
Electronic ISBN: 978-3-658-07340-4
Print ISBN: 978-3-658-07339-8
DOI: https://doi.org/10.1007/978-3-658-07340-4