Enablers and inhibitors for sustainability of continuous improvement: A study in the automotive industry suppliers in the Valencia Region

Abstract

Facilitadores y barreras para la sostenibilidad de la mejora continua 183

Enhancing the Organizational Sustainability through Innovation and Continuous Improvement in the Context of Pakistan: Moderating Effect of Industry 4.0

“…As the process of continuous improvement is achieved by the company, it achieves social, financial, and environmental concerns and is able to control expenses for satisfying the concerns of its direct and indirect stakeholders (Beyhan Yasar et al, 2019). This implies that the innovation increases the organization's continuous improvement, which becomes the final predictor of OS (Garcia-Sabater & Marin-Garcia, 2009). Many studies in the past have explored and analyzed the underlying oath by which continuous improvement may be related to OS (Beyhan Yasar et al, 2019;Medne & Lapina, 2019).…”

“…The lack of innovation in the firms in the manufacturing sector of Pakistan is unable to achieve their sustainability goals for the same. Hence, the management literature indicates the necessity of sustainability for success in the business world (Gabriel & Pessl, 2016;Garcia-Sabater & Marin-Garcia, 2009). Despite this, many manufacturing firms in Pakistan lack of innovativeness, which has declined their standards and has caused lesser profits and hence, poor Organizational Sustainability.…”

“…However, this problem is not only restricted to the manufacturing firms in Pakistan but also in, many other sectors of the developing nations, that lack OS in need of higher levels of R&D and required innovation. The main cause for the declining levels of OS includes stagnant innovation, outdated technology, and no improvements in the manufacturing industry (Gabriel & Pessl, 2016;Garcia-Sabater & Marin-Garcia, 2009;Jurburg et al, 2018). Therefore, the global and domestic conceptualization of this challenge requires robust research so that a final solution could be found as the previous scholarship lacks this issue.…”

Data Set on the Use of Continuous Improvement Programs in Companies From Open-Ended Questions

“…The great variety of tools, techniques, and classification criteria identified in the literature for applying participation of employees through continuous improvement practices in companies evidences its complexity (Bhuiyan and Baghel, 2005;Garcia-Sabater and Marin-Garcia, 2009;Marin-Garcia et al, 2012). For example, Lillrank et al (2001) identified four dimensions in the design of tools in order to address the implementation of continuous improvement programs: if the activities are carried out by individuals or by groups; in the case of groups, if the groups are monofunctional or multifunctional and if they are comprised by members who are at the same level or if there are hierarchies within the group; if the activities are parallel or are integrated into the day to day life of the worker and, lastly, if the structure is permanent or is dismantled at the end of specific projects.…”