nach oben

Erschienen in:

2024 | OriginalPaper | Buchkapitel

2. Verfahrensorientierter Ansatz

verfasst von : Madhav Sawant

Erschienen in: Kontinuierliche Verbesserung von Organisationen: verfahrenstechnischer und kultureller Ansatz

Verlag: Springer Fachmedien Wiesbaden

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Zusammenfassung

Die Zusammenfassungen in diesem Kapitel wurden aus Springer Nature-Publikationen mittels einer extraktiven KI-Zusammenfassung erstellt: Ein extraktionsbasierter Zusammenfassungsprozess zielt darauf ab, die wichtigsten Sätze eines Textes mithilfe eines Algorithmus zu identifizieren, und verwendet diese Originalsätze, um die Zusammenfassung maschinell zu erstellen (im Gegensatz zur generativen KI). Da die Sätze maschinell ausgewählt werden, spiegeln sie möglicherweise nicht vollständig den Inhalt der Arbeit wider. Wir empfehlen daher dringend, den Originalinhalt zu lesen und zu zitieren. Die automatisch generierten Zusammenfassungen wurden vom Herausgeber kuratiert, um den Publikationsstandards von Springer Nature zu entsprechen.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Vorheriges Kapitel Kultureller Ansatz

Nächstes Kapitel Herausforderungen der kontinuierlichen Verbesserung

Die folgenden Kategorien von Unternehmen wurden in der Folge ausgeschlossen: (1) Investmentgesellschaften, (2) Unternehmen ohne Website und Investor-Relations-Kontakt sowie Unternehmen ohne öffentlich zugänglichen Geschäftsbericht, (3) an der SWX kotierte ausländische Unternehmen, (4) Kantonalbanken und (5) Energieunternehmen.

Für diese Unternehmen sind zwar aktuellere Daten verfügbar, wir haben uns jedoch entschieden, Daten aus der Zeit vor der globalen Finanzkrise zu erheben, um deren mögliche Auswirkungen auf die langfristige Performance auszuschließen.

Die SEM ist ein hochmoderner Ansatz zum Testen auf vermittelte Beziehungen zwischen Konstrukten oder Variablen, insbesondere wenn mehrere Items gemessen wurden, um eines der fokalen (latenten) Konstrukte zu erfassen.

Angesichts unserer Konzeptualisierung mit einem Wachstumsmodell und mehreren Mediatoren scheint SEM die einzige praktikable Methode zu sein, um dieser Komplexität gerecht zu werden.

Zollo M, Winter SG (2002) Deliberate learning and the evolution of dynamic capabilities. Organ Sci 13:339–351CrossRef

Ahmad S, Schroeder RG, Sinha KK (2003) The role of infrastructure practices in the effectiveness of JIT practices: implications for plant competitiveness. J Eng Technol Manag 20:161–191CrossRef

Linderman K, Schroeder RG, Sanders J (2010) A knowledge framework underlying process management. Decis Sci 41(4):689–719CrossRef

Glover WJ, Farris JA, Van Aken EM, Doolen TL (2011) Critical success factors for the sustainability of Kaizen event human resource outcomes: An empirical study. Int J Prod Econ 132:197–213CrossRef

Zhang W, Hill AV, Schroeder RG (2008) Project management infrastructure: the key to operational performance improvement. Oper Manag Res 1(1):40–52CrossRef

Zhang D, Linderman K, Schroeder RG (2012) The moderating role of contextual factors on quality management practices. J Oper Manag 30:12–23CrossRef

Arumugam V, Antony J, Kumar M (2013) Linking learning and knowledge creation to project success in Six Sigma projects: An empirical investigation. Int J Prod Econ 141:388–402CrossRef

Bessant J, Francis D (1999) Developing strategic continuous improvement capability. Int J Oper Prod Manag 19:1106–1119CrossRef

Delbridge R, Barton H (2002) Organizing for continuous improvement: structures and roles in automotive components plants. Int J Oper Prod Manag 22(6):680–692CrossRef

10.

Anand G, Ward PT, Tatikonda MV, Schilling DA (2009) Dynamic capabilities through continuous improvement infrastructure. J Oper Manag 27:444–461. https://doi.org/10.1016/j.jom.2009.02.002CrossRef

11.

Granerud RL, Rocha RS (2011) Organisational learning and continuous improvement of health and safety in certified manufacturers. Saf Sci 49(7):1030–1039CrossRef

12.

Peng, D. X., Schroeder, R. G., & Shah, R. 2008. Linking routines to operations capabilities: A new perspective. Journal of Operations Management, 26 (6): 730–748.CrossRef

13.

Mulaik SA, James LR, Van Alstine J, Bennett N, Lind S, Stilwell CD (1989) Evaluation of goodness-of-fit indices for structural equation models. Psychol Bull 105:430–445CrossRef

14.

RCPAQAP. RCPA Quality Assurance Programs Pty Ltd [Internet]. 2021 [cited 2021 Aug 18]. Available from: https://rcpaqap.com.au/

15.

Mohammad M, Mann R, Grigg N, Wagner JP (2011) Business excellence model: an overarching framework for managing and aligning multiple organisational improvement initiatives. Total Qual Manag Bus Excell 22(11):1213–1236CrossRef

16.

ISO. ISO 15189:2012 Medical laboratories—Requirements for quality and competence. Int Organ Stand [Internet]. 2014;2012. Available from: https://www.iso.org/standard/56115.html

17.

Guzel O, Guner EI (2009) ISO 15189 Accreditation: requirements for quality and competence of medical laboratories, experience of a laboratory I. Clin Biochem 42(4–5):274–278. https://doi.org/10.1016/j.clinbiochem.2008.09.011CrossRef

18.

Tarí JJ, Molina-Azorín JF, Heras I (2012) Benefits of the ISO 9001 and ISO 14001 standards: a literature review. J Ind Eng Manag 5(2):297–322

19.

Sciacovelli L, Aita A, Padoan A, Antonelli G, Plebani M (2017) ISO 15189 accreditation and competence: a new opportunity for laboratory medicine. J Lab Precis Med 2:79–79CrossRef

20.

Standardisation IO for. ISO 9001: Quality management systems—requirements with Guidance for use [Internet]. 2015 [cited 2021 Dec 6]. Available from: https://www.iso.org/standard/60857.html

21.

Pattison Z (2011) Implementing the Australian business excellence framework: eight local government case studies. 65

22.

Boulter L, Bendell T, Dahlgaard J, Singhal V. 2005 Report on EFQM and BQF funded study into the impact of effective implementation of organisational excellence strategies on key performance results

23.

Grigg N, Mann R (2008) Review of the Australian business excellence framework: a comparison of national strategies for designing, administering and promoting business excellence frameworks. Total Qual Manag Bus Excell 19(11):1173–1188CrossRef

24.

Ross J, Penesis J, Badrick T (2019) Improving laboratory economic and environmental performance by the implementation of an environmental management system. Accredit Qual Assur. 24(5):319–327. https://doi.org/10.1007/s00769-019-01388-6CrossRef

25.

Dale BG, Zairi M, Van Der Wiele A, Williams ART (2000) Quality is dead in Europe—long live excellence—true or false? Meas Bus Excell 4(3):4–10CrossRef

26.

Dahlgaard JJ, Chen CK, Jang JY, Banegas LA, Dahlgaard-Park SM (2013) Business excellence models: limitations, reflections and further development. Total Qual Manag Bus Excell 24(5–6):519–538CrossRef

27.

Jaeger A (2018) Achieving business excellence through self-assessment for personal and professional excellence. Total Qual Manag Bus Excell 29(13–14):1612–1632CrossRef

28.

Dumas M, La Rosa M, Mendling J, Reijers HA (2018) Introduction to business process management. In: Dumas M, La Rosa M, Mendling J, Reijers HA (eds) Fundamentals of business process management, 2nd edn. Springer, Heidelberg, pp 1–33

29.

Thomas G, Steven G, Maximilian R et al (2019) Exploring explorative BPM – setting the ground for future research. In: International conference on business process management. Springer, Cham, pp 23-31. https://doi.org/10.1007/978-3-030-26619-6_4

30.

Rosemann M (2014) Proposals for future BPM research directions. In: Proceedings of Asia pacific business process management. AP-BPM 2014. Springer, Cham, pp. 1–15. https://doi.org/10.1007/978-3-319-08222-6_1

31.

Rosemann M (2020) Explorative process design patterns. In: Proceedings of the 18th International Conference on Business Process Management. Springer, Heidelberg, pp 349–367

32.

Beverungen D, Buijs JCAM, Becker J, Di Ciccio C, van der Aalst WMP, Bartelheimer C, vom Brocke J, Comuzzi M, Kraume K, Leopold H, Matzner M, Mendling J, Ogonek N, Post T, Resinas M, Revoredo K, Del-Río-Ortega A, La Rosa M, Santoro FM, Solti A, Song M, Stein A, Stierle M, Wolf V (2020) Seven paradoxes of business process management in a hyper-connected world. Bus Inf Syst Eng 63(2):145–156. https://doi.org/10.1007/s12599-020-00646-zCrossRef

33.

Kerpedzhiev GD, König UM, Röglinger M, Rosemann M (2021) An exploration into future business process management capabilities in view of digitalization. Bus Inf Syst Eng 63(2):83–96. https://doi.org/10.1007/s12599-020-00637-0CrossRef

34.

Hammer M, Champy J (1994) Reengineering the corporation: a manifesto for business revolution, 1st edn. Harper Business, New York

35.

Siau K, Rossi M (1998) Evaluation of information modeling methods-a review. In: Proceedings of the 31st Hawaii international conference on system sciences. IEEE Computer Society, Los Alamitos, pp 314–323

36.

Sonnenberg C, vom Brocke J (2012) Evaluations in the science of the artificial – reconsidering the build-evaluate pattern in design science research. In: Proceedings of DESRIST. Springer, Cham, pp 381–397

37.

Mendling J, Pentland BT, Recker J (2020) Building a complementary agenda for business process management and digital innovation. Eur J Inf Syst 29:208–219. https://doi.org/10.1080/0960085X.2020.1755207CrossRef

38.

Mikalef P, Krogstie J (2020) Examining the interplay between big data analytics and contextual factors in driving process innovation capabilities. Eur J Inf Syst 29(3):260–287. https://doi.org/10.1080/0960085X.2020.1740618CrossRef

39.

Nonaka, I. 1994. A dynamic theory of organizational knowledge creation. Organization Sciences, 5 (1): 14–37.CrossRef

40.

Andersson T, Bider I, Svensson R (2005) Aligning people to business processes experience report. Softw Proces Improv Pract 10(4):403–413CrossRef

41.

Bider I, Johannesson P, Perjons E, Johansson L (2012) Design science in action: developing a framework for introducing IT systems into operational practice. In: Proceedings of the international conference on information systems, ICIS. Orlando, Florida, US

42.

Kueng P, Kawalek P (1997) Goal-based business process models: creation and evaluation. Bus Proces Manag J 3(1):17–38CrossRef

43.

Khomyakov M, Bider I (2001) Achieving workflow flexibility through taming the chaos. In: OOIS 2000—6th international conference on object oriented information systems. Springer, pp 85–92

44.

YAWL Foundation (2004). YAWL http://www.yawlfoundation.org/. Accessed 18 Aug 2013

45.

Helfat CE, Peteraf MA (2015) Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strateg Manag J 36:831–850CrossRef

46.

Teece, D. J. 2012. Dynamic capabilities: Routines versus entrepreneurial action. Journal of Management Studies, 49(8): 1395–1401.CrossRef

47.

Adner, R., & Helfat, C. E. 2003. Corporate effects and dynamic managerial capabilities. Strategic Management Journal, 24(10): 1011–1025.CrossRef

48.

Helfat, C. E., & Martin, J. A. 2015. Dynamic managerial capabilities: Review and assessment of managerial impact on strategic change. Journal of Management, 41(5): 1281–1312.CrossRef

49.

Helfat, C., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D. & Winter, S., 2007. Dynamic capabilities: understanding strategic change in organizations. Malden, MA: Blackwell Publishing.

50.

Teece, D. J., Pisana, G., & Shuen, A. 1997. Dynamic capabilities and strategic management. Strategic Management Journal, 18 (7): 509–533.CrossRef

51.

Finkelstein, S., Hambrick, D. C., & Cannella, A. A. 2009. Strategic leadership: Theory and research on executives, top management teams, and boards. Oxford: Oxford University Press.

52.

Hambrick DC, Mason PA. 1984. Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9: 193–206.CrossRef

53.

Kline, R. B. 2005. Principles and practice of structural equation modeling. Second Edition, New York: The Guildford Press.

54.

Zahra, S. A., Petricevic, O., Luo, Y., & Zollo, M. 2017. Making dynamic capabilities actionable for international business. Journal of International Business Studies, Special issue call for paper.

55.

Aguinis, H., Boyd, B. K., Pierce, C. A., & Short, J. C. 2011. Walking new avenues in management research methods and theories: Bridging micro and macro domains. Journal of Management, 37: 395–403CrossRef

56.

Buckley, P. J., Doh, J. P., & Benischke, M. H. 2017. Towards a renaissance in international business research? Big questions, grand challenges, and the future of IB scholarship. Journal of International Business Studies, 1–20.

57.

Zahra S, George G (2002) Absorptive capacity: a review, reconceptualization, and extension. Acad Manag Rev 27(2):185–203CrossRef

58.

Fosfuri A, Tribó JA (2008) Exploring the antecedents of potential absorptive capacity and its impact on innovation performance. Omega 36(2):173–187CrossRef

59.

Camisón C, Forés B (2010) Knowledge absorptive capacity: new insights for its conceptualization and measurement. J Bus Res 63(7):707–715CrossRef

60.

SEI (2010) CMMI for development, version 1.3, improving processes for developing better products and services. Technical report. CMU/SEI-2010-TR-033, ESCTR- 2010-033, Software Engineering Process Management Program

61.

Hair JF, Sarstedt M, Ringle CM, Mena JA (2012) An assessment of the use of partial least squares structural equation modeling in marketing research. J Acad Mark Sci 40(3):414–433CrossRef

62.

Shih C, Huang S (2010) Exploring the relationship between organizational culture and software process improvement deployment. Inf Manag 47(5–6):271–281CrossRef

63.

Ployhart RE, Vandenberg RJ (2010) Longitudinal research: the theory, design, and analysis of change. J Manag 36(1):94–120

64.

Rindfleisch A, Malter AJ, Ganesan S, Moorman C (2008) Cross-sectional versus longitudinal survey research: concepts, findings, and guidelines. J Mark Res 45(3):261–279CrossRef

65.

Dumas, Marlon, Marcello La Rosa, Jan Mendling, and Hajo A. Reijers. 2013. Fundamentals of business process management. Heidelberg: Springer.CrossRef

66.

Lehnert, Martin, Alexander Linhart, and Maximilian Röglinger. 2014. Chopping down trees vs. sharpening the axe – balancing the development of BPM capabilities with process improvement. In Proceedings of the 12th international conference on business process management (BPM), 151–167. Haifa.

67.

Siau, Keng, and Matti Rossi. 1998. Evaluation of information modeling methods—a review. In Proceedings of the 31st Hawaii international conference on systems sciences. Los Alamitos, 314–324.

68.

March, Salvatore T., and Gerald F. Smith. 1995. Design and natural science research on information technology. Decision Support Systems 15(4): 251–266.CrossRef

69.

Karapetrovic S (2003) Musings on integrated management systems. Meas Bus Excell 7:4–13CrossRef

70.

Zutshi A, Sohal AS (2005) Integrated management system: the experiences of three Australian organisations. J Manuf Tech Manag 16:211–232CrossRef

71.

Douglas A, Glen D (2000) Integrated management systems in small and medium enterprises. Total Qual Manag 11:686–690CrossRef

72.

Jørgensen TH, Remmen A, Mellado MD (2006) Integrated management systems-three different levels of integration. J Clean Prod 14:713–722CrossRef

73.

Yin RK (2003) Case study research: design and methods. Sage, Thousand Oaks

74.

Browning TR, Heath RD (2009) Reconceptualizing the effects of lean on production costs with evidence from the F-22 program. J Oper Manag 27:23–44. https://doi.org/10.1016/j.jom.2008.03.009CrossRef

75.

Shah R, Ward PT (2003) Lean manufacturing: context, practice bundles, and performance. J Oper Manag 21:129–149. https://doi.org/10.1016/S0272-6963(02)00108-0CrossRef

76.

Vicenzi, R., & Adkins, G. (2000). A tool for assessing organizational vitality in an era of complexity. Technological Forecasting and Social Change, 64(1), 101–113.CrossRef

77.

Bishwas, S. K. (2011). Conceptualization of organization vitality based on strategic knowledge management. Global Journal of e-Business and Knowledge Management, 7(1), 45–52.

78.

Gilbert, B. A., McDougall, P. P., & Audretsch, D. B. (2006). New venture growth: A review and extension. Journal of Management, 32(6), 926–950.CrossRef

79.

Smith, W. S. (2009). Vitality in business: Executing a new strategy at Unilever. Journal of Business Strategy, 30(4), 31–41.CrossRef

80.

Sushil, (2005). Revitalizing the organization. Global Journal of Flexible System Management, 3&4, 3.

81.

Bishwas, S.K., & Sushil (2013). Critical issues for organizational growth and success: A systems thinking view using feedback loop analysis: Proceedings of 31st International Conference of the System Dynamics Society. Boston, USA: MIT.

82.

Bishwas, S.K., & Sushil (2015). Critical processes for organization vitality: A conceptual study. In Sushil & G. Chroust (Eds.), Systemic flexibility and business agility. New Delhi: Flexible Systems Management, Springer.

83.

Liao, S. H., Feib, W. C., & Liu, C. T. (2008). Relationships between knowledge inertia, organizational learning and organization innovation. Technovation, 28, 183–195.CrossRef

84.

Melão N, Pidd M (2000) A conceptual framework for understanding business processes and business process modelling. Inf Syst J 10(2):105–129CrossRef

85.

vom Brocke J, Zelt S, Schmiedel T (2016) On the role of context in business process management. Int J Inf Manag 36:486–495. https://doi.org/10.1016/j.ijinfomgt.2015.10.002CrossRef

86.

Kohlborn T, Mueller O, Poeppelbuss J, Röglinger M (2014) Interview with Michael Rosemann on ambidextrous business process management. Bus Process Manag J 20(4):634–638CrossRef

87.

Rosemann M, Recker J, Flender C (2008) Contextualisation of business processes. Int J Bus Process Integr Manag 3(1):47–60CrossRef

88.

van der Aalst WMP (2013) Business process management: a comprehensive survey. ISRN Softw Eng 2013:1–37CrossRef

89.

Gregor S, Hevner A (2013) Positioning and presenting design science research for maximum impact. MIS Q 37:337–355CrossRef

90.

de Bruin T, Rosemann M (2005) Towards a business process management maturity model. In: Bartmann D, Rajola F, Kallinikos J, Avison DE, Winter R, Ein-Dor P, Becker J, Bodendorf F, Weinhardt C (eds) Proceedings of the 13th European conference on information systems, pp 642–653

91.

Rosemann M, vom Brocke J (2015) The six core elements of business process management. In: vom Brocke J, Rosemann M (eds) Handbook on business process management 1. Springer, Heidelberg, pp 107–126

92.

vom Brocke, Jan, Theresa Schmiedel, Jan Recker, Peter Trkman, Mertens Willem, and Stijn Viaene. 2014. Ten principles of good business process management. Business Process Management Journal 20(4): 530–548.CrossRef

93.

Mettler, T., Rohner, P., & Winter, R. (2010). Towards a classification of maturity models in information systems. In A. D’Atri, M. De Marco, A.M. Braccini, & F. Cabiddu (Eds.) Management of the interconnected world SE – 39 (pp. 333–340). Physica-Verlag HD.CrossRef

94.

Kim KH, Kim YG (1998) Process reverse engineering for BPR: a form-based approach. Inf Manag 33(4):187–200CrossRef

95.

Lee J, Wyner GM, Pentland BT (2008) Process grammar as a tool for business process design. MIS Q 32(4):757–778CrossRef

96.

Lee J, Pentland BT (2000) Grammatical approach to organizational design. MIT Center for Coordination Science Technical Report No. 215. MIT Sloan School of Management, Cambridge (MA)

97.

van der Aalst WMP (2013) Business process management: a comprehensive survey. ISRN Softw Eng 2013

98.

Recker JC, Rosemann M (2014) Being innovative without being creative. Information Systems School, Queensland University of Technology, Brisbane

99.

Brereton P, Kitchenham BA, Budgen D, Turner M, Khalil M (2007) Lessons from applying the systematic literature review process within the software engineering domain. J Syst Softw 80(4):571–583CrossRef

100.

Webster J, Watson RT (2002) Analyzing the past to prepare for the future: writing a literature review. MIS Q 26(2):13–23

101.

Hayes, F. H. (2013). Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression-Based Approach. The Guilford Press, New York.

102.

Röglinger, Maximilian, Jens Pöppelbuß, and Jörg Becker. 2012. Maturity models in business process management. Business Process Management Journal 18(2): 328–346.CrossRef

103.

Hung RY (2006) Business process management as competitive advantage: a review and empirical study. Total Qual Manag Bus Excell 17(1):21–40CrossRef

104.

Nikolaidou M, Anagnostopoulos D, Tsalgatidou A (2001) Business process modeling and automation in the banking sector: a case study. Int J Simul 2(2):65–76

105.

van der Aalst WMP, ter Hofstede HN, Weske M (2003) Business process management: a survey. In: Proceedings of the international conference of business process management, Eidhoven, The Netherlands, 26–27 June 2003

106.

Harmon P (2010) The scope and evolution of business process management. In: vom Brocke J, Rosemann M (eds) Handbook on business process management. International handbooks on information systems, vol 1. Springer, Berlin

107.

Ugboro IO, Obeng K (2000) Top management leadership, employee empowerment, job satisfaction and customer satisfaction in TQM organizations: an empirical study. J Qual Manag 5(1):247–272CrossRef

108.

Federation of Malaysian Manufacturers (FMM) Directory (2011) Malaysian industries, 42nd edn. Federation of Malaysian Manufacturers, Kuala Lumpur

109.

Porter M (1979) The structure within industries and companies’ performance. Rev Econ Stat 61(2):214–227CrossRef

110.

Yu W, Ramanathan R (2012) Effects of business environment on international retail operations: case study evidence from China. Int J Retail Distrib Manag 40(3):218–234CrossRef

111.

Kohli AK, Jaworski BJ (1990) Market orientation: the construct, research propositions, and managerial implications. J Mark 54(2):1–18CrossRef

112.

Wu CH, Liang R, Tung W, Chang C (2008) Structural relationships among organization service orientation, employee service performance, and consumer identification. Serv Ind J 28(9):1247–1263CrossRef

113.

Lusch RF, Laczniak GR (1987) The evolving marketing concept, competitive intensity and organizational performance. J Acad Mark Sci 18(1):1–11CrossRef

114.

Kim D-Y, Kumar V, Kumar U (2012) Relationship between quality management practices and innovation. J Oper Manag 30:295–315. https://doi.org/10.1016/j.jom.2012.02.003CrossRef

115.

Zeng J, Phan CA, Matsui Y (2015). The impact of hard and soft quality management on quality and innovation performance: An empirical study. International Journal of Production Economics, In press 162:216–226.CrossRef

116.

Ahire SL, Ravichandran T (2001) An innovation diffusion model of TQM implementation. IEEE Trans Eng Manag 48(4):445–464CrossRef

117.

Lemke F, Goffin K, Szwejczewski M (2003) Investigating the meaning of supplier-manufacturer partnerships. Int J Phys Distrib Logist Manag 33(1):12–35CrossRef

118.

Ramamoorthy N, Flood PC (2004) Individualism/collectivism, perceived task interdependence and teamwork attitudes among Irish blue-collar employees: a test of the main and moderating effects. Human Relations 57(3):347–366CrossRef

119.

Feng J, Prajogo DI, Tan KC, Sohal AS (2006) The impact of TQM practices on performance: a comparative study between Australian and Singaporean organizations. Eur J Innov Manag 9(3):269–278CrossRef

120.

Abrunhosa A, Moura E, Sa P (2008) Are TQM principles supporting innovation in the Portuguese footwear industry? Technovation 28(4):208–221CrossRef

121.

Martinez-Costa M, Martinez-Lorente AR (2008) Does quality management foster or hinder innovation? An empirical study of Spanish companies. Total Qual Manag Bus Excell 19(3):209–221CrossRef

122.

Hoang DT, Igel B, Laosirihongthong T (2006) The impact of total quality management on innovation: findings from a developing country. Int J Qual Reliability Manag 23(8–9):1092–1117CrossRef

123.

Prajogo DI, Hong SW (2008) The effect of tQM on performance in R&D environments: a perspective from South Korean firms. Technovation 28(12):855–863CrossRef

124.

Chin WW, Newsted PR (1999) Structural equation modeling analysis with small samples using partial least squares. In: Hoyle RH (ed) Statistical strategies for small sample research. Sage, Thousand Oaks, CA, pp 307–342

125.

Hulland J (1999) Use of partial least squares (PLS) in strategic management research: a review of four recent studies. Strateg Manag J 20:195–204CrossRef

126.

Chin WW (1998) The partial least squares approach to structural equation modeling. In: Marcoulides GA (ed) Modern methods for business research. Lawrence Erlbaum Associates Inc., Mahwah, NJ, pp 295–336

127.

Fornell, C., & Larcker, D. F. 1981. Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18 (1): 39–50.CrossRef

128.

Käpylä, J., Laihonen, H., Lönnqvist, A., & Carlucci, D. (2011). Knowledge-intensity as an organisational characteristic. Knowledge Management Research & Practice, 9(4), 315–326.CrossRef

129.

Galeazzo, Ambra; Furlan, Andrea; Vinelli, Andrea: The organizational infrastructure of continuous improvement – an empirical analysis

130.

Gray, Joanna; Ross, Jennifer; Badrick, Tony: The path to continual improvement and business excellence: compliance to ISO standards versus a business excellence approach

131.

Grisold, Thomas; Groß, Steven; Stelzl, Katharina; vom Brocke, Jan; Mendling, Jan; Röglinger, Maximilian; Rosemann, Michael: The Five Diamond Method for Explorative Business Process Management

132.

Bider, Ilia; Jalali, Amin: Agile business process development: why, how and when—applying Nonaka’s theory of knowledge transformation to business process development

133.

Tasheva, Sabina; Nielsen, Bo Bernhard: The role of global dynamic managerial capability in the pursuit of international strategy and superior performance

134.

Lee, Jung-Chieh; Hsu, Wen-Chin; Chen, Chung-Yang: Impact of absorptive capability on software process improvement and firm performance

135.

Lehnert, Martin; Linhart, Alexander; Röglinger, Maximilian: Value-based process project portfolio management: integrated planning of BPM capability development and process improvement

136.

Asif, Muhammad; Fisscher, Olaf A. M.; de Bruijn, Erik Joost; Pagell, Mark: Integration of management systems: A methodology for operational excellence and strategic flexibility

137.

Bishwas, Sumant Kumar: Achieving Organization Vitality through Innovation and Flexibility: An Empirical Study

138.

vom Brocke, Jan; Baier, Marie-Sophie; Schmiedel, Theresa; Stelzl, Katharina; Röglinger, Maximilian; Wehking, Charlotte: Context-Aware Business Process Management

139.

Dijkman, Remco; Lammers, Sander Vincent; de Jong, Ad: Properties that influence business process management maturity and its effect on organizational performance

140.

Vanwersch, Rob J. B.; Shahzad, Khurram; Vanderfeesten, Irene; Vanhaecht, Kris; Grefen, Paul; Pintelon, Liliane; Mendling, Jan; van Merode, Godefridus G.; Reijers, Hajo A.: A Critical Evaluation and Framework of Business Process Improvement Methods

141.

Ho-Dac, Nga N.; Kumar, Minu; Slotegraaf, Rebecca J.: Using product development information to spur the adoption of continuous improvement products

142.

Wong, Wai Peng; Hazlina Ahmad, Noor; Mohd. Nasurdin, Aizzat; Mohamad, Marini Nurbanum: The impact of external environmental on business process management and organizational performance

143.

Schniederjans, Dara; Schniederjans, Marc: Quality management and innovation: new insights on a structural contingency framework

144.

Jordan, Eva; Kušar, Janez; Rihar, Lidija; Berlec, Tomaž: Portfolio analysis of a Lean Six Sigma production process

Titel: Verfahrensorientierter Ansatz
verfasst von: Madhav Sawant
Verlag: Springer Fachmedien Wiesbaden
Buch: Kontinuierliche Verbesserung von Organisationen: verfahrenstechnischer und kultureller Ansatz
Print ISBN: 978-3-658-42277-6

Electronic ISBN: 978-3-658-42278-3

Copyright-Jahr: 2024
DOI: https://doi.org/10.1007/978-3-658-42278-3_2