Process complexity as a future challenge – a quality management perspective

Kuhn, Marlene; Schaefer, Franziska; Otten, Heiner

doi:10.1108/tqm-10-2017-0123

Cited by 20 publications

(13 citation statements)

References 28 publications

(33 reference statements)

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“…Indeed, in the wine sector, blockchain technology allows firms in the value chain to obtain certifications regarding the origin of the raw materials and their product and process quality. This technology allows firms to adapt to the customer needs and new perceptions about quality and environmental aspects (Shah et al, 2019) and thus align their processes with stakeholder requirements to achieve effective quality management (Kuhn et al, 2018).…”

Section: Digitalization and Quality As Regards Bnc Regenerationmentioning

confidence: 99%

Adopting a digital transformation strategy to enhance business network commons regeneration: an explorative case study

Zoppelletto

Orlandi

Rossignoli

2020

TQM

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PurposeThis article aims to understand whether and how a digital transformation strategy (DTS) can strengthen the relationship between network organizations and the generation/regeneration of their business network commons (BNC). Further, it investigates the role of the DTS in managing the BNC, a critical source of business network success.Design/methodology/approachA two-year longitudinal case study of an Italian business network operating in the wine sector was conducted.FindingsThis study provides theoretical insights into the digital, sustainable shift of a business network. On combining a network's business strategy and its DTS, digital resources are a key driver to promote BNC regeneration. A DTS undertaken to manage, regenerate and preserve the BNC can positively affect organizational variables, such as participatory architecture, and the network-level organizational integration and can help in preventing opportunistic behaviors affecting the BNC. Moreover, the DTS supports quality and social responsibility.Research limitations/implicationsThis study focuses on an Italian case and its findings are hence not generalizable. It would be interesting to study sustainable business networks' digital shift in different socioeconomic contexts as well as in different industry settings.Practical implicationsNetwork SMEs and other stakeholders (institutions, competitors and consumers) can foster the transition from a “business-as-usual” strategy to a long-term strategy for digitalized management of common resources.Originality/valueThe study is at the intersection of, and contributes to, several research streams. It contributes to the digital transformation literature by adding information on the positive externalities of digitalization in the social and economic environment. It also contributes to the early streams of organizational and managerial literature on the BNC.

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Section: Digitalization and Quality As Regards Bnc Regenerationmentioning

confidence: 99%

Adopting a digital transformation strategy to enhance business network commons regeneration: an explorative case study

Zoppelletto

Orlandi

Rossignoli

2020

TQM

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“…It is known that quality management can play an important role in the way of improvement, namely identifying innovative paths to provide a better workplace culture [39]. Thus, it is known that traditional QM practices showed to be inefficient when applied in the context of complex processes [73]. Hence, some authors, such as Brown [39], Antony [74], Shin et al [75], among others, explore the future direction of the quality movement, which will have to take into account the quality of products manufactured [76] in the era of the digital economy [77,78], that is related to Industry 4.0 [31,[79][80][81][82][83], with a lot of influence on the future of employment [11].Thus, the direction of quality in the future is then explored by identifying a big number of questions that have probably a great impact on quality in most of the organizations.…”

Section: Discussionmentioning

confidence: 99%

New Needed Quality Management Skills for Quality Managers 4.0

et al. 2021

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Digitalization is rushing throughout the world, namely, in industrial and societal infrastructures. Hence, digital transformation becomes a pillar of industrial policy, known in Europe as “Industry 4.0,” in China as “made in China 2025,” in Asia as “Smart Cities,” in Japan as “Society 5.0,” and in North America as “Industrial Internet.” These transformations will change the industrial landscape, toward Quality 4.0 and therefore, our lives. The presented research was conducted on quality management employees in Portugal and it aims to analyze if such employees have the perception of the impact of Industry 4.0 in the quality management profession and the required and needed skills. After analyzing the answered questionnaires, 90 results were considered valid. This is the sample of our study. Simultaneously, the goal of this research is also to review and analyze the main topics in progress related to quality management for the fourth industrial revolution and how quality emerges of this change. The professionals that work on quality management must have creative thinking, be leaders, know how to communicate and work as a team, as well as, to have knowledge and understanding of ICT (Information and Communications Technology), and main pillars of Industry 4.0. These are the main findings. Besides that, they must know how to motivate their work teams, be open to change, know how to use Big Data to make decisions and above all, they must know how to manage conflicts. In addition, quality professionals must promote the design and production of first class products, be the defenders of their customers within the organization, and finally, they must create value for the stakeholders.

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“…Many external stakeholders participate in mega projects, including but not limited to investors, contractors, governments and suppliers, which will cause social conflicts as a cause of complexity to be occurred. https://doi.org/10.15405/epms.2019.12.6 Corresponding Author: Mohammad Mohseni Selection and peer-review under & Hertogh, 2018;Callegari, Szklo, & Schaeffer, 2018;Dao et al, 2016;Eriksson et al, 2017;Forozandeh, Ebrahim, & Makui, 2018;Hartono, 2018;He, Luo, Hu, & Chan, 2015;Hu et al, 2015;Abdou et al, 2016;Kuhn, Schaefer, & Otten, 2018;Lessard, Sakhrani, & Miller, 2014;Makui, Zadeh, Bagherpour, & Jabbarzadeh, 2018;Maylor & Turner, 2017;Mikkelsen, 2018;Mirza & Ehsan, 2017;Mok, Shen, & Yang, 2015;Mozaffari, Fazli, & Sedaghat-Seresht, 2012;Nguyen et al, Ambiguity in the domain the dynamics of work activities 5 (Bakhshi et al, 2016;Bjorvatn & Wald 2018;Bosch-Rekveldt et al, 2018;Callegari et al, 2018;Dao et al 2016;Eriksson et al 2017;Forozandeh et al, 2018;Habibi, Barzinpour, & Sadjadi, 2018;Hartono 2018;He et al, 2015;Invernizzi, Locatelli, Gronqvis, & Brookes, 2019;Abdou et al, 2016;Kuhn et al, 2018;Lehtinen, Peltokorpi, & Artto, 2019;…”

Section: Step 3 • Review Journals and Top Authorsmentioning

confidence: 99%

“…Number of specializations involved in the project, 4 (Bjorvatn & Wald 2018;Bosch-Rekveldt et al, 2018;Callegari et al, 2018;Dao et al, 2016;Eriksson et al, 2017;Forozandeh et al, 2018;Habibi et al, 2018;Hartono, 2018;He et al, 2015;Hu et al, 2015;Abdou et al, 2016;Kuhn et al, 2018;Lessard et al, 2014;Li et al, 2018;Makui et al, 2018;Maylor & Turner, 2017;Mirza & Ehsan, 2017;Mok et al, 2015;Mozaffari et al, 2012;Nachbagauer & Schirl-Boeck, 2019;Nguyen et al, 2015;Qazi et https://doi.org/10.15405/epms.2019.12.6 Corresponding Author: Mohammad Mohseni Selection and peer-review under 14 al., 2016;Qiu et al, 2019;Rolstadås & Schiefloe 2017;Senescu et al, 2013;Shahhossein et al, 2017;Sheffield et al, 2012;Shi et al 2018;Silva, Akchurin, & Bebbington, 2018;Sridarran et al, 2017;Turner & Xue, 2018;Zhu & Mostafavi, 2017) Common vision of the project team, 3…”

Section: Referred Researchersmentioning

confidence: 99%

Complexity Factors In Mega Projects: A Literature Review

Mohseni¹

2019

The European Proceedings of Multidisciplinary Sciences

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Evaluation of complexity is of considerable importance for project managers in mega projects. Project managers faced with complexities that have not worked so far and are new to their kind. While as for the complexity of project, there is still a lack of complete understanding of the complexity concept among practitioners in the industry as well as in project management body of knowledge. In this regard, the traditional project management principles and practices are not capable of controlling emerging complexities in mega projects. Undoubtedly one of the key factors for success in mega projects is knowledge of project managers about overall complexities and contributing factors on complexities. As the main approach of this paper is overview the factors of complexity in mega projects, a systematic literature review analysis on complexity features in mega projects achieved by examining over one hundred and fifty published research papers during the period of 2012-2019. As a result of this exploration, the research highlighted three (3) dimensions (Environmental, Technological, and Organizational) and over seventy-three factors of complexity in mega projects from the extent literature. The research findings help scholars and practitioners in the project management field developing the perception of complexities in managing mega projects effectively.

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Process complexity as a future challenge – a quality management perspective

Cited by 20 publications

References 28 publications

Adopting a digital transformation strategy to enhance business network commons regeneration: an explorative case study

Adopting a digital transformation strategy to enhance business network commons regeneration: an explorative case study

New Needed Quality Management Skills for Quality Managers 4.0

Complexity Factors In Mega Projects: A Literature Review

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