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An Integrative Framework for Measuring the Extent to which Organizational Variables Influence the Success of Process Improvement Programmes

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  • Peter Lok
  • Richard Y. Hung
  • Paul Walsh
  • Paul Wang
  • John Crawford

Abstract

abstract Studies on the three types of process improvement programmes (Continuous Improvement, Reengineering and Benchmarking) have appeared many times in the literature. These studies suggest that certain organizational variables act as enablers and their presence or absence can significantly influence success rates. Such studies have tended to examine companies where a single programme has been implemented. In contrast, this paper examines a sample of companies who have experienced all three programmes. Our aim is to compare and contrast each programme's impact on firm performance and identify which organizational variables are common and which are programme‐specific enablers of success. We build and test an integrative framework to support our analysis. Our study found that: (1) Reengineering delivered the greatest impact on performance; (2) executive commitment was needed to make this happen; (3) strategic alignment was the major influence on the success rate of Reengineering and Continuous Improvement programmes; and (4) employee empowerment was necessary for each programme to work effectively.

Suggested Citation

  • Peter Lok & Richard Y. Hung & Paul Walsh & Paul Wang & John Crawford, 2005. "An Integrative Framework for Measuring the Extent to which Organizational Variables Influence the Success of Process Improvement Programmes," Journal of Management Studies, Wiley Blackwell, vol. 42(7), pages 1357-1381, November.
    • Handle: RePEc:bla:jomstd:v:42:y:2005:i:7:p:1357-1381
    DOI: 10.1111/j.1467-6486.2005.00547.x
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    References listed on IDEAS

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    1. Hammer, Michael & Champy, James, 1993. "Reengineering the corporation: A manifesto for business revolution," Business Horizons, Elsevier, vol. 36(5), pages 90-91.
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    Cited by:

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    2. Dean A. Shepherd & Melissa S. Cardon, 2009. "Negative Emotional Reactions to Project Failure and the Self‐Compassion to Learn from the Experience," Journal of Management Studies, Wiley Blackwell, vol. 46(6), pages 923-949, September.
    3. Zulfikri Ab Talib & Yahya Don & Yaakob Daud & Arumugam Raman, 2015. "Organizational Culture and Organizational Commitment of Kedah District Education Officers," International Journal of Management Sciences, Research Academy of Social Sciences, vol. 5(5), pages 410-419.
    4. Kim, Sung Min & Mahoney, Joseph T., 2006. "Collaborative Planning, Forecasting, and Replenishment (CPFR) as a Relational Contract: An Incomplete Contracting Perspective," Working Papers 06-0102, University of Illinois at Urbana-Champaign, College of Business.
    5. Mohammad AL-Zoubi, 2018. "The Role of Technology, Organization, and Environment Factors in Enterprise Resource Planning Implementation Success in Jordan," International Business Research, Canadian Center of Science and Education, vol. 11(8), pages 48-65, August.
    6. Hung, Richard Yu Yuan & Lien, Bella Ya-Hui & Yang, Baiyin & Wu, Chi-Min & Kuo, Yu-Ming, 2011. "Impact of TQM and organizational learning on innovation performance in the high-tech industry," International Business Review, Elsevier, vol. 20(2), pages 213-225, April.
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