A conceptual framework for integrating six‐sigma and strategic management methodologies to quantify decision making

Abstract

Purpose -The purpose of this paper is to present a conceptual framework for merging the strategic management process, the managerial decision-making process and the six-sigma process into a single, unified decision model. Design/methodology/approach -The methodology involves each of the three decision-making processes, noting their similarities and differences, and arguing from the similarities that a single unified model will result in superior decisions. Findings -The findings were that a single, unified model is possible and the resulting model is presented in the paper. Research limitations/implications -Since this research results in a conceptual model only, it remains to be tested in actual practice. This testing is intended for a later paper. Practical implications -If the testing of the model in practice results in superior decisions, the practical implications of the paper would be use of the Friday-Stroud/Sutterfield model in practice for better management decisions. Originality/value -The paper presents an original model, which results from merging the three-decision-making process.

Decision-making participation eulogizes probability of behavioral output; job satisfaction, and employee performance (evidence from professionals having low and high levels of perceived organizational support)

“…Studies have shown that employee participation is positively related to performance, satisfaction and productivity of an employee (Pfeffer, 1994; Wagner 1994; Verma, 1995). The biggest advantage of DMP in groups is, it controls many issues regarding diversity within working groups (Friday‐Stroud and Sutterfield, 2007; Ingleby, 2011; Scott-Ladd et al , 2006; Wadesango, 2012; Chirenje et al ., 2013). It has been highlighted that task variety and work efforts foster employee to participation in the decision-making process.…”

Healthcare strategic management and the resource based view

“…We also observed variations in strategy implementation approach related to resource coordination and allocation, which supports the conclusion that RBV is most relevant to hospitals when engaged in implementation of mostly externally driven strategic initiatives. This helped us develop a conceptual framework for healthcare strategic management that incorporates and balances both theoretical approaches (Eisenhardt and Zbaracki, 1992;Nemati et al, 2010;Friday-Stroud and Sutterfield, 2007). This conceptual framework, as depicted in Figure 1, illustrates important external and internal perspectives and analytical steps that need to be part of today's healthcare strategic decision-making and management process.…”

LSS, a problem solving skill for graduates and SMEs

“…Financial services (Pandry 2007, Antony, 2007and Delgado, 2010), Human Resource departments (Pandry, 2007;and Chow et al, 2010), information management systems and administration processes , strategic management and managerial decision making (Friday-Stroud and Sutterfield, 2007), customer satisfaction analysis (Behara et al, 1995) and supply chain management and logistics (Shokri et al, 2010, Nabhani et al, 2009Narasimhan, 2009;and Aboelmaged, 2010) have all been business and management areas that have been targeted by LSS projects and have also been established as either a business programme or an academic teaching context in the studied business school.…”