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Strategic ambitions as drivers of improvement at Daimler Chrysler

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  • Bossink, B.A.G.

    (Vrije Universiteit Amsterdam, Faculteit der Economische Wetenschappen en Econometrie (Free University Amsterdam, Faculty of Economics Sciences, Business Administration and Economitrics)

  • Blauw, Jan-Nico
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    Abstract

    Strategic ambitions can function as drivers of improvement in organizations. Continuous improvement is driven by strategic ambitions to: design quality into the structure of the organization, plan and control improvements, assure improvements, set and realize improvement goals, position the organization in the market as a 'high' quality organization, and create value in interaction with stakeholders. An analytical framework based on these drivers is described. A research project is carried out in the organization of DaimlerChrysler Netherlands. The improvement process in this organization are analyzed with the framework. The research project indicates that the improvement processes are driven by the strategic ambitions of the organization.

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    Bibliographic Info

    Paper provided by VU University Amsterdam, Faculty of Economics, Business Administration and Econometrics in its series Serie Research Memoranda with number 0002.

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    Date of creation: 2003
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    Handle: RePEc:dgr:vuarem:2003-2

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    Web page: http://www.feweb.vu.nl

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    Keywords: quality management; automotive industry; improvement drivers; continuous improvement;

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    1. J. Cunningham, 1997. "Case study principles for different types of cases," Quality & Quantity: International Journal of Methodology, Springer, vol. 31(4), pages 401-423, November.
    2. Shetty, Y. K., 1987. "Product quality and competitive strategy," Business Horizons, Elsevier, vol. 30(3), pages 46-52.
    3. Ittner, Christopher D. & Larcker, David F., 1997. "Quality strategy, strategic control systems, and organizational performance," Accounting, Organizations and Society, Elsevier, vol. 22(3-4), pages 293-314.
    4. Choi, Ty, 1995. "Conceptualizing continuous improvement: Implications for organizational change," Omega, Elsevier, vol. 23(6), pages 607-624, December.
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