The integrated effect of Kaizen and innovation culture on the police performance: an empirical investigation

Alosani, Mohammed Saleh; Al-Dhaafri, Hassan Saleh

doi:10.1108/ajb-02-2022-0024

Cited by 5 publications

(12 citation statements)

References 62 publications

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“…According to the (Hashim, Zubir, Conding, Jaya, & Habidin, 2012), there was a positive and direct relationship between the kaizen event and the innovation performance in Malaysia's automotive industry (Hashim et al, 2012). One of the goals of Kaizen is to develop people's creativity and curiosity to lead them to create value for customers (Alosani & Al-Dhaafri, 2022). In order to ensure performance change after implementing kaizen, conducting a survey is a very effective tool.…”

Section: Discussionmentioning

confidence: 99%

Kaizen and employee performance: A path analysis

Shojaei¹,

Shojaeiává²

2022

J. adm. bus. stud.

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Kaizen (Japanese) means continuous improvement or change to achieve a better result and focuses on continuous improvement of the manufacturing, engineering, or business management process. Kaizen philosophy is based on the principle that the way of human life, including work life, social life and family life, should be continuously improved. The aim of this study is to path analyzed the effect of kaizen on improving employee performance. In this study, Kaizen was implemented in unit of one of the products of an automotive company in Iran, in 2018 and then its effect on the performance of the personnel was investigated. Data were analyzed by SPSS-22 and Lisrel-8.8 software using statistical path analysis. According to the 􀅫indings, the 􀅫inal path model 􀅫itted based on CFI =0.25, RMSEA=0.51 index. Also among direct paths, Automation" with β=7.66 and "order at work (5S)" with -0.38 had the greatest and least impact on employees' performance, respectively. It is very important to use standard devices and tools to automate activities to have better results on employee performance. The overall impact of kaizen on performance is clear, but one way to determine which dimension has the greatest impact is through path analysis, so that by identifying direct and indirect effects on performance, we can focus more on identifying drivers and barriers to kaizen implementation. Convincing managers to implement kaizen in their system, teaching its implementation steps to managers and personnel with different views and expertise at different organizational levels. In fact, the impact of kaizen on the performance and productivity of the organization may take some time, but the of􀅫icials of the organization expect to see the result of this implementation faster and have a signi􀅫icant increase, especially in the 􀅫ield of 􀅫inancial pro􀅫it.

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Section: Discussionmentioning

confidence: 99%

Kaizen and employee performance: A path analysis

Shojaei¹,

Shojaeiává²

2022

J. adm. bus. stud.

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“…Measurement and structural model were examined to evaluate the hypotheses in the theoretical model. PLS-based SEM was preferred in this study due to its ability to explain the relationships between variables (Alosani and Al-Dhaafri, 2022; Urbach and Ahlemann, 2010). SEM was deemed more appropriate as it allowed the researchers to test both direct and indirect effects simultaneously.…”

Section: Methodsmentioning

confidence: 99%

Determinants of blockchain adoption and organizational performance in the healthcare sector in India

Kabra

2023

AJB

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PurposeBlockchain technology (BCT) has multiple benefits across industries in varied contexts, but limited organizations have adopted such disruptive innovative technologies in the healthcare industry in India. The research on advancing the understanding of blockchain adoption (BCA) determinants in India's healthcare industry is limited. Thus, the study aims to identify the BCA determinants in the healthcare sector in India. Further, the impact of BCA was examined on organizational performance (OP).Design/methodology/approachThe study utilizes Technology, Organization, and Environment (TOE) framework to investigate the determinants of BCA in the healthcare sector in India. The data were gathered using a seven-point Likert seven-point ranging from “strongly agree” to “strongly disagree” from 272 respondents working in the healthcare industry in India. The relationship within the framework was investigated using structural equation modeling.FindingsThe results demonstrate the positive impact of top management support, organizational size, organizational readiness, competitive pressure and government support on BCA in the healthcare sector. On the other hand, compatibility, security and privacy issues do not affect BCA. The results emphasize and validate blockchain’s importance in improving OP in the healthcare sector. Further, the results indicate that non-technological factors are paramount to improving BCA within the healthcare sector. Organizations should invest in employee training and development to ensure their staff have the necessary knowledge and skills to effectively manage BCT.Research limitations/implicationsThe model was developed for BCA in the healthcare sector in the Indian context; however, the model applies to other countries with the same business environment. Hence, the model can be further examined in diverse countries to generalize the findings.Practical implicationsThe study offers valuable insights into the factors that influence BCA and OP in the healthcare sector. The results of this research can be used to inform policy decisions and guide practitioners toward promoting and facilitating the use of BCT in healthcare organizations.Originality/valueTo the best of the author’s knowledge, the present study is the first of its kind to examine the TOE framework in BCA within the healthcare sector and its implications on OP.

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“…Many researchers believe that organisational processes can be continuously improved through simple and effective methods in Kaizen (Alosani and Al-Dhaafri, 2022). Through the application of Kaizen, wastage in any organisation is identifiable, and energy consumption is reduced.…”

Section: Literature Reviewmentioning

confidence: 99%

“…, 2022). Moreover, researchers have concluded that Kaizen is one of the simplest and most continuous methods that are cost-effective, uses minimal resources and helps organisations reach their goals in the long term, leading to a sustainable competitive advantage (Alosani and Al-Dhaafri, 2022).…”

Section: Introductionmentioning

confidence: 99%

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Measuring the readiness level for Kaizen projects: a multi-layer Bayesian decision-making framework

Amoozad Mahdiraji,

Sharifpour Arabi,

Garza-Reyes

et al. 2023

TQM

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PurposeAcquainting organisations regarding the concepts of Total Quality Management (TQM) and its implementation is one measure that effectively improves their global position and performance. Kaizen is one of the concepts of TQM, which focuses on low-cost organisational transformational methods and often saves consuming significant resources (time, capital, etc.). Using Kaizen in organisational transformation sets efficient guidelines to improve processes agility and leanness and increase manufacturing productivity. Hence, this study aims to identify the key success factors in Kaizen projects and presents a score function that measures the readiness level of organisations to implement Kaizen projects.Design/methodology/approachA literature review first extracts the key success factors in Kaizen projects. Afterwards, the selected factors are screened via the fuzzy Delphi method using expert opinions from the manufacturing sector of an emerging economy. Subsequently, their importance is cross-examined by the Bayesian best–worst Method (BBWM). The BBWM is one of the most recent multiple criteria decision-making (MCDM) methods that lead to stable, dynamic and robust pairwise comparisons. After analysing the weights of the key factors, a score function is designed so that organisations can understand how much they are ready to launch Kaizen projects.FindingsAccording to the findings, “Training and education” and “Employee attitude” played an important role in the success of Kaizen projects. The literature extracted 22 success factors of Kaizen projects, and 10 factors were eliminated through the fuzzy Delphi method. Twelve success factors in Kaizen projects were evaluated and investigated through the BBWM. Matching to this method, “Training and education” and “Employee attitude” weighed 0.119 and 0.112, relatively. Furthermore, “Support from senior management” was the least important factor.Originality/valueTo the best knowledge of the authors, this is the first research in which the success factors of Kaizen projects have been identified and analysed through an integrated multi-layer decision-making framework. Although some studies have investigated the key success factors of Kaizen projects and analysed them through statistical approaches, research that examines the success factors of Kaizen projects through MCDM methods is yet to be reported. Moreover, the score function that measures the level of readiness of each organisation for the successful implementation of Kaizen projects is a unique contribution to this research.

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The integrated effect of Kaizen and innovation culture on the police performance: an empirical investigation

Cited by 5 publications

References 62 publications

Kaizen and employee performance: A path analysis

Kaizen and employee performance: A path analysis

Determinants of blockchain adoption and organizational performance in the healthcare sector in India

Measuring the readiness level for Kaizen projects: a multi-layer Bayesian decision-making framework

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