An empirical investigation of the relationship between Six Sigma practices and organisational innovation

He, Zhen; Deng, Yujia; Zhang, Min; Zu, Xingxing; Antony, Jiju

doi:10.1080/14783363.2015.1092866

Cited by 58 publications

(31 citation statements)

References 56 publications

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“…Due to the lack of previous studies in the academic literature exploring the relationship between process innovation and lean/green practices and their effect on GSC performance, it is not possible to establish an alignment, or misalignment, of these results to the academic theory. However, since it has been previously established that lean fosters innovation, including process innovation (He et al, 2015;Antony et al, 2012), the synergetic positive effect between process innovation and lean/green practices and their positive impact on GSC performance can be considered aligned to this principle and findings. Due to their nature and current maturity, LM and green practices may be substitutable and transferable across organizations and supply chains.…”

Section: Combined Effect Of Lean/green Practices and Process Innovatimentioning

confidence: 98%

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Lean, green practices and process innovation: A model for green supply chain performance

Cherrafi

Garza-Reyes

Kumar

et al. 2018

International Journal of Production Economics

202

112

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This paper investigates the relationship between lean, process innovation, green practices and green supply chain management performance. Data were gathered by surveying 374 firms in the manufacturing supply chain industry. Structural equation modeling (SEM) was employed to analyze the collected data. The study results show general support for the theoretical research framework. Findings reveal that there is a synergetic effect between process innovations, green and lean practices playing a crucial role towards the improvement of green supply chain performance. This paper presents an innovative approach since it studies simultaneously the three dimensions of sustainability (environmental, social and economic), the lean, the innovation process and green paradigms which are considered strategic for supply chain competitiveness. Investigation of the relationships between the four strategies is a contribution that the authors hope will become a forward step in the promotion of sustainability as a third dimension of the manufacturing supply chain, along with the efficiency and responsiveness dimensions.

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Section: Combined Effect Of Lean/green Practices and Process Innovatimentioning

confidence: 98%

“…Carvalho et al, 2017;Hajmohammad et al, 2013), "Innovation and Supply chain" (e.g. Lee et al, 2014;Jabbour et al, 2015;Zailani et al, 2015;Lii et al, 2015;Zimmermann et al, 2016) or "Innovation and Lean" (He et al, 2015;Antony et al, 2012;). However, no research has explored the relationship between these three concepts (i.e.…”

Section: Introductionmentioning

confidence: 99%

Lean, green practices and process innovation: A model for green supply chain performance

Cherrafi

Garza-Reyes

Kumar

et al. 2018

International Journal of Production Economics

202

112

View full text Add to dashboard Cite

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“…Additionally, Six Sigma helps decisionmakers create new ideas and systematic solutions for problems in the globalised marketplace (Aggogeri & Gentili, 2008). In fact, it is generally accepted that the way Six Sigma is practiced represents a new organisational, structural approach to improvement (He et al, 2015).…”

Section: Definition and Practices Of Six Sigmamentioning

confidence: 99%

“…1b: Six Sigma metrics help to identify implementation barriers, reduce waiting time, solve different issues and speed up processes and procedures improving their efficiency and enhancing exploitation orientation.Finally, the Six Sigma role structure promotes boundary-spanning activities in order to explore problems and, in turn, helps organisations control processes and procedures (exploitation orientation) within organisations, as it provides a methodological framework to guide specialists(Zhang et al, 2012; MahourMellat, 2014;He et al, 2015; …”

mentioning

confidence: 99%

“…Influence of Six Sigma on exploitation orientation4.2 Six Sigma and exploration orientationScholars have developed a new Six Sigma approach focused on designing and redesigning processes, procedures, projects, products and services, which is directly related to innovation (exploration orientation). It is called DMADV or Design for Six Sigma (DFSS)(Shahin, 2008;Azis & Osada, 2010;Gremyr & Fouquet, 2012;, 2013;He et al, 2015). According toAzis and Osada (2010), this approach allows for radical innovation by designing new processes, products or services based on customer needs and expectations.…”

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confidence: 99%

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Six Sigma and organisational ambidexterity: a systematic review and conceptual framework

Muñoz

Gutiérrez

2017

IJLSS

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Purpose-The aim of this paper is to analyse the relationship between Six Sigma methodology and organisational ambidexterity (exploitation and exploration orientations). For this purpose, this study describes how Six Sigma practices may enhance both orientations simultaneously, contributing to organisational ambidexterity and performance improvements. Design/methodology/approach-A systematic literature review was adopted as the research methodology. The authors analysed 512 publications in Social Science Citation Index (SSCI) journals in fields such as management, business, operation research management science, planning development, behavioural sciences, interdisciplinary social sciences and applied psychology from 1987 to 2016, as the first development and adoption of Six Sigma was in 1987 by Motorola. Findings-This analysis describes how Six Sigma emphasises not only useful practices for exploitation orientation, such as customer input, design for manufacturability or improvement and control of processes, but also explorative practices, such as discovery, novelty or innovation. Consequently, an adequate combination of all these practices may enhance organisational ambidexterity and organisational success. Research limitations/implications-This study relies exclusively on previously published literature that fulfilled the selection criteria described in the search methodology. Further empirical research is necessary to test the propositions included in this paper. Originality/value-This study provides new insights into the non-existent literature about Six Sigma and organisational ambidexterity as well as to the scarce literature about quality management and ambidexterity. Propositions on how Six Sigma practices benefit organisational ambidexterity are also suggested.

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Navigating a net‐zero economy future: Antecedents and consequences of net‐zero economy‐based green innovation

Mehmood,

Kautish,

Mangla

et al. 2024

Bus Strat Env

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The pursuit of net‐zero economy goals and government emphasis on sustainable performance has compelled numerous firms to focus on sustainable production through the adoption of net‐zero economy‐based green innovation. The digital transformation of manufacturing systems and supply chains, supported by the utilization of big data and the adoption of net‐zero economy‐oriented lean practices in the presence of net‐zero economy‐based green practices, can converge to enhance net‐zero economy‐based green innovation in manufacturing firms. This convergence leads to an improvement in green competitive advantage and net zero‐based green performance. To examine the aforementioned linkages using a framework based on the dynamic capabilities view paradigm, a time‐lagged design was employed to collect data from 594 manufacturing firms. The empirical findings indicate that big data analytics capabilities and net‐zero economy‐oriented lean practices of firms significantly influence net‐zero economy‐based green innovation. Green organizational identity strengthens the effect of net zero‐based green innovation on green competitive advantage and net zero‐based green performance.

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An empirical investigation of the relationship between Six Sigma practices and organisational innovation

Cited by 58 publications

References 56 publications

Lean, green practices and process innovation: A model for green supply chain performance

Lean, green practices and process innovation: A model for green supply chain performance

Six Sigma and organisational ambidexterity: a systematic review and conceptual framework

Navigating a net‐zero economy future: Antecedents and consequences of net‐zero economy‐based green innovation

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