Access the full text.
Sign up today, get DeepDyve free for 14 days.
J. Bessant (2001)
Radical Innovation: How Mature Companies can Outsmart UpstartsTechnovation, 21
J. Dahlgaard, K. Kristensen, G. Kanji (1997)
Fundamentals of Total Quality Management: Process analysis and improvement
S. Wheelwright, Kim Clark (1992)
Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency and Quality
E. Bartezzaghi, M. Corso, R. Verganti (1997)
Continuous improvement and inter-project learning in new product developmentInternational Journal of Technology Management, 14
E. Keating, Rogelio Oliva, N. Repenning, Scott Rockart, J. Sterman (1999)
Overcoming the improvement paradoxEuropean Management Journal, 17
N.P. Repenning, J. Sterman
Capability traps and self‐conforming attribution errors in the dynamics of process improvement
K. Nobeoka, M.A. Cusumano
Multiproject strategy and sales growth: the benefits of rapid design transfer in new product development
P. Lillrank (1989)
Continuous Improvement: Quality Control Circles in Japanese Industry
M. Imai
Kaizen: The Key to Japans's Competitive Success
J. Hackman, R. Wageman (1995)
Total Quality Management: Empirical, Conceptual, and Practical IssuesAdministrative Science Quarterly, 40
J. Preston (1988)
Winning at New ProductsJournal of the Operational Research Society, 41
Ulrika Hellsten, B. Klefsjö (2000)
TQM as a management system consisting of values, techniques and toolsThe Tqm Magazine, 12
T. Mitchell (1985)
An Evaluation of the Validity of Correlational Research Conducted in OrganizationsAcademy of Management Review, 10
J. Dean, D. Bowen (1994)
MANAGEMENT THEORY AND TOTAL QUALITY: IMPROVING RESEARCH AND PRACTICE THROUGH THEORY DEVELOPMENTAcademy of Management Review, 19
Lilian Nilsson (2002)
Quality Practice - An Empirical Investigation of Product Development and the Goods-to-Services Continuum
J. Sterman, N. Repenning, Fred Kofman (1997)
Unanticipated side effects of successful quality programs: exploring a paradox of organizational improvementManagement Science, 43
J. Bessant, S. Caffyn, Maeve Gallagher (2001)
An evolutionary model of continuous improvement behaviourTechnovation, 21
N. Repenning, J. Sterman (2002)
Sloan School of Management Working Paper 4372-02 June 2002 CAPABILITY TRAPS AND SELF-CONFIRMING ATTRIBUTION ERRORS IN THE DYNAMICS OF PROCESS IMPORVEMENT
Kentaro Nobeoka (1995)
INTER-PROJECT LEARNING IN NEW PRODUCT DEVELOPMENT., 1995
N. Repenning, J. Sterman (1997)
Getting quality the old-fashioned way : self confirming attributions in the dynamics of process improvement
B. Bergman, B. Klefsjö (1994)
Quality from Customer Needs to Customer Satisfaction
E.K. Keating, R. Olivia
A dynamic theory for sustaining process improvement teams in product development
S.M. Park Dahlgaard
The human dimension in TQM
J. Dahlgaard, Ghopal Khanji, K. Kristensen (2005)
Fundamentals of Total Quality Management
Teresa Amabile (1998)
How to kill creativity.Harvard business review, 76 5
J. Bessant, S. Caffyn (1997)
High-involvement innovation through continuous improvementInternational Journal of Technology Management, 14
K. Ulrich (1995)
Product Design and Development
R. Cole (2001)
From Continuous Improvement to Continuous InnovationQuality Management Journal, 8
Y. Kondo
Human Motivation
P. Lillrank, A.B. Shani, P. Lindberg (2001)
Continuous improvement: Exploring alternative organizational designsTotal Quality Management, 12
S. Wheelwright (1992)
Revolutionizing product development
A. Gustafsson, Lars-Erik Nilsson, Michael Johnson (2003)
The Role of Quality Practices in Service OrganizationsInternational Journal of Service Industry Management, 14
C. Medlin (2007)
Case Study Research
S. Merriam (1988)
Case Study Research in Education
A. Berger (1996)
Perspectives on Manufacturing Development - Discontinuous Change and Continuous Improvement
I. Barclay (1992)
The new product development process: part 2. Improving the process of new product developmentR & D Management, 22
Carole Barnett (1994)
Organizational learning and continuous quality improvement in an automotive manufacturing organization.
Melissa Schilling, C. Hill (1998)
Managing the new product development process: Strategic imperativesAcademy of Management Perspectives, 12
Thomas Choi, J. Liker (1995)
Bringing Japanese Continuous Improvement Approaches to U.S. Manufacturing: The Roles of Process Orientation and Communications*Decision Sciences, 26
Dean Schoeder, Alan Robinson (1991)
America's most successful export to Japan: Continuous improvement programsQuality Engineering, 36
Lars-Erik Nilsson, Michael Johnson, A. Gustafsson (2001)
The impact of quality practices on customer satisfaction and business results: product versus service organizationsJournal of Quality Management, 6
T. Wiele, Alan Brown (2002)
Quality management over a decade: A longitudinal studyInternational Journal of Quality & Reliability Management, 19
A. Griffin (1997)
PDMA Research on New Product Development Practices: Updating Trends and Benchmarking Best PracticesJournal of Product Innovation Management, 14
S. Caffyn (1997)
Extending continuous improvement to the new product development processR & D Management, 27
Purpose – Continuous improvement has become an important strategy in improving organizational performance. Unfortunately, product development is often excluded in continuous improvement programs due to the special characteristics of product development activities. The overall purpose of this paper is to contribute to a better understanding of continuous improvement in the context of product development. Design/methodology/approach – A central aspect in this context is that many organizations find it difficult to improve and learn if work is carried out in the form of projects. In this paper, a quality perspective on continuous improvement is introduced and its usefulness is tested empirically through three case studies in Swedish organizations. The focus is on the improvement programs used and the quality principles displayed in a product development context. Findings – The results show that the three investigated organizations have multiple improvement programs, but that some configurations of improvement programs seem to be more successful than others. For instance, co‐ordination of multiple improvement programs, scope creep, and separating between product development processes and project management models are important success factors for continuous improvement. In addition, an introduction of an improvement program without adoption of a critical mass of quality principles is doomed to fail. Originality/value – The research initiative is one of the first to conduct an empirical investigation of how organizations design and work with improvement programs in the context of product development. It provides knowledge to both academics and practitioners on how organizations can design and implement initiatives on quality management, especially in the context of product development.
International Journal of Quality & Reliability Management – Emerald Publishing
Published: Oct 1, 2005
Keywords: Continuous improvement; Quality management; Product development; Sweden
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.