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Mastering the curation of organizational innovation

Mastering the curation of organizational innovation Mastering the curation of organizational innovation Exploring lean six sigma implementation from three organizational climate perspectives he appetite of organizations to discover new models for carving out innovation-fueled competitive advantages is ever-present in board meetings across the globe. A research paper by Mohamed Alblooshi and Shamsuzzaman (2020) explores the link between Lean Six Sigma’s (LSS) intangible impacts and organizational climate factors. A conceptual model is generated with the aim of facilitating organizational innovation through the application of LSS. Data for the study were gathered from a literature review of 24 LSS impact-related articles and from interviews with experts on LSS in organizations. Unpacking lean six sigma Six Sigma arose in the 1980s at telecommunications company Motorola to embed a sense of individual responsibility for elements like product quality and performance within every employee. The complimentary concept of Lean was developed at Toyota to streamline their manufacturing. LSS is a conflation of Six Sigma (SS) and Lean that delivers tool maximization efficiency and productivity enhancements in organizational processes, centered upon both minimizing waste through the Lean element while also reducing costs and error through the SS element. LSS therefore integrates capabilities like leadership and culture evolution into its optimization-seeking repertoire. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Mastering the curation of organizational innovation

Human Resource Management International Digest , Volume 29 (3): 3 – Jul 6, 2021
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References (1)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0967-0734
eISSN
0967-0734
DOI
10.1108/hrmid-12-2020-0272
Publisher site
See Article on Publisher Site

Abstract

Mastering the curation of organizational innovation Exploring lean six sigma implementation from three organizational climate perspectives he appetite of organizations to discover new models for carving out innovation-fueled competitive advantages is ever-present in board meetings across the globe. A research paper by Mohamed Alblooshi and Shamsuzzaman (2020) explores the link between Lean Six Sigma’s (LSS) intangible impacts and organizational climate factors. A conceptual model is generated with the aim of facilitating organizational innovation through the application of LSS. Data for the study were gathered from a literature review of 24 LSS impact-related articles and from interviews with experts on LSS in organizations. Unpacking lean six sigma Six Sigma arose in the 1980s at telecommunications company Motorola to embed a sense of individual responsibility for elements like product quality and performance within every employee. The complimentary concept of Lean was developed at Toyota to streamline their manufacturing. LSS is a conflation of Six Sigma (SS) and Lean that delivers tool maximization efficiency and productivity enhancements in organizational processes, centered upon both minimizing waste through the Lean element while also reducing costs and error through the SS element. LSS therefore integrates capabilities like leadership and culture evolution into its optimization-seeking repertoire.

Journal

Human Resource Management International Digest – Emerald Publishing

Published: Jul 6, 2021

Keywords: Lean six sigma; Intangible impact; Organizational innovation; Conceptual model; Organizational innovation climate

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