Critical thinking, dynamic capabilities, and project performance : empirical evidence in the continuous improvement project domain

Gespeichert in:

Autor*in:	Pérez Rave, Jorge Iván [verfasserIn] Fernández Guerrero, Rafael [verfasserIn] Salas Vallina, Andrés [verfasserIn] González Echavarría, Favián [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2023

Schlagwörter:	Continuous improvement continuous improvement project critical thinking dynamic capabilities project performance

Übergeordnetes Werk:	Enthalten in: Total quality management & business excellence - Abingdon : Routledge, Taylor & Francis Group, 2003, 34(2023), 6, Seite 768-790
Übergeordnetes Werk:	volume:34 ; year:2023 ; number:6 ; pages:768-790

Links:	Link aufrufen Link aufrufen Link aufrufen

DOI / URN:	10.1080/14783363.2022.2111994

Katalog-ID:	1837425728

Internformat


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allfields	10.1080/14783363.2022.2111994 doi (DE-627)1837425728 (DE-599)KXP1837425728 DE-627 ger DE-627 rda eng Pérez Rave, Jorge Iván verfasserin aut Critical thinking, dynamic capabilities, and project performance empirical evidence in the continuous improvement project domain Jorge Iván Pérez Rave, Rafael Fernández Guerrero, Andrés Salas Vallina and Favián González Echavarría 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Continuous improvement (dpeaa)DE-206 continuous improvement project (dpeaa)DE-206 critical thinking (dpeaa)DE-206 dynamic capabilities (dpeaa)DE-206 project performance (dpeaa)DE-206 Fernández Guerrero, Rafael verfasserin aut Salas Vallina, Andrés verfasserin aut González Echavarría, Favián verfasserin aut Enthalten in Total quality management & business excellence Abingdon : Routledge, Taylor & Francis Group, 2003 34(2023), 6, Seite 768-790 Online-Ressource (DE-627)375964649 (DE-600)2129076-3 (DE-576)273900544 1478-3371 nnns volume:34 year:2023 number:6 pages:768-790 https://www.tandfonline.com/doi/pdf/10.1080/14783363.2022.2111994 Verlag lizenzpflichtig https://doi.org/10.1080/14783363.2022.2111994 Resolving-System lizenzpflichtig https://www.tandfonline.com/doi/epub/10.1080/14783363.2022.2111994 Verlag lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 34 2023 6 768-790 26 01 0206 4275742087 x1z 24-02-23 26 00 DE-206 Most continuous improvement (CI) initiatives fail, and most proposals discovering critical success factors of CI focus on the organisational level. There is little empirical evidence supporting these factors at the CI project level. Moreover, current suggestions do not show a dominant set of factors influencing the performance of the CI project. This study empirically investigates the relationships between critical thinking (CT), dynamic capabilities (DC), and project performance (PP) in the CI project domain. The sample consists of 64 projects (unit of analysis), one per organisation. We use PLS-SEM in R and control organisational factors (a binary variable representing top management commitment to the CI project). CT is positively related to DC, and DC is positively related to PP. Unlike previous works, our model focuses not on traditional ‘soft’ organisational factors or ‘hard’ project factors but cognitive factors (CT) and higher-order routines (DC) at the project level. This study extends the current explanation of why CI projects fail or succeed by incorporating CT (of the project team member) as an indirect antecedent of PP through the development of DC of the CI project. Managers and researchers on quality/project/operations management can find valuable insights in this paper to favour future CI initiatives.
spelling	10.1080/14783363.2022.2111994 doi (DE-627)1837425728 (DE-599)KXP1837425728 DE-627 ger DE-627 rda eng Pérez Rave, Jorge Iván verfasserin aut Critical thinking, dynamic capabilities, and project performance empirical evidence in the continuous improvement project domain Jorge Iván Pérez Rave, Rafael Fernández Guerrero, Andrés Salas Vallina and Favián González Echavarría 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Continuous improvement (dpeaa)DE-206 continuous improvement project (dpeaa)DE-206 critical thinking (dpeaa)DE-206 dynamic capabilities (dpeaa)DE-206 project performance (dpeaa)DE-206 Fernández Guerrero, Rafael verfasserin aut Salas Vallina, Andrés verfasserin aut González Echavarría, Favián verfasserin aut Enthalten in Total quality management & business excellence Abingdon : Routledge, Taylor & Francis Group, 2003 34(2023), 6, Seite 768-790 Online-Ressource (DE-627)375964649 (DE-600)2129076-3 (DE-576)273900544 1478-3371 nnns volume:34 year:2023 number:6 pages:768-790 https://www.tandfonline.com/doi/pdf/10.1080/14783363.2022.2111994 Verlag lizenzpflichtig https://doi.org/10.1080/14783363.2022.2111994 Resolving-System lizenzpflichtig https://www.tandfonline.com/doi/epub/10.1080/14783363.2022.2111994 Verlag lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 34 2023 6 768-790 26 01 0206 4275742087 x1z 24-02-23 26 00 DE-206 Most continuous improvement (CI) initiatives fail, and most proposals discovering critical success factors of CI focus on the organisational level. There is little empirical evidence supporting these factors at the CI project level. Moreover, current suggestions do not show a dominant set of factors influencing the performance of the CI project. This study empirically investigates the relationships between critical thinking (CT), dynamic capabilities (DC), and project performance (PP) in the CI project domain. The sample consists of 64 projects (unit of analysis), one per organisation. We use PLS-SEM in R and control organisational factors (a binary variable representing top management commitment to the CI project). CT is positively related to DC, and DC is positively related to PP. Unlike previous works, our model focuses not on traditional ‘soft’ organisational factors or ‘hard’ project factors but cognitive factors (CT) and higher-order routines (DC) at the project level. This study extends the current explanation of why CI projects fail or succeed by incorporating CT (of the project team member) as an indirect antecedent of PP through the development of DC of the CI project. Managers and researchers on quality/project/operations management can find valuable insights in this paper to favour future CI initiatives.
allfields_unstemmed	10.1080/14783363.2022.2111994 doi (DE-627)1837425728 (DE-599)KXP1837425728 DE-627 ger DE-627 rda eng Pérez Rave, Jorge Iván verfasserin aut Critical thinking, dynamic capabilities, and project performance empirical evidence in the continuous improvement project domain Jorge Iván Pérez Rave, Rafael Fernández Guerrero, Andrés Salas Vallina and Favián González Echavarría 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Continuous improvement (dpeaa)DE-206 continuous improvement project (dpeaa)DE-206 critical thinking (dpeaa)DE-206 dynamic capabilities (dpeaa)DE-206 project performance (dpeaa)DE-206 Fernández Guerrero, Rafael verfasserin aut Salas Vallina, Andrés verfasserin aut González Echavarría, Favián verfasserin aut Enthalten in Total quality management & business excellence Abingdon : Routledge, Taylor & Francis Group, 2003 34(2023), 6, Seite 768-790 Online-Ressource (DE-627)375964649 (DE-600)2129076-3 (DE-576)273900544 1478-3371 nnns volume:34 year:2023 number:6 pages:768-790 https://www.tandfonline.com/doi/pdf/10.1080/14783363.2022.2111994 Verlag lizenzpflichtig https://doi.org/10.1080/14783363.2022.2111994 Resolving-System lizenzpflichtig https://www.tandfonline.com/doi/epub/10.1080/14783363.2022.2111994 Verlag lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 34 2023 6 768-790 26 01 0206 4275742087 x1z 24-02-23 26 00 DE-206 Most continuous improvement (CI) initiatives fail, and most proposals discovering critical success factors of CI focus on the organisational level. There is little empirical evidence supporting these factors at the CI project level. Moreover, current suggestions do not show a dominant set of factors influencing the performance of the CI project. This study empirically investigates the relationships between critical thinking (CT), dynamic capabilities (DC), and project performance (PP) in the CI project domain. The sample consists of 64 projects (unit of analysis), one per organisation. We use PLS-SEM in R and control organisational factors (a binary variable representing top management commitment to the CI project). CT is positively related to DC, and DC is positively related to PP. Unlike previous works, our model focuses not on traditional ‘soft’ organisational factors or ‘hard’ project factors but cognitive factors (CT) and higher-order routines (DC) at the project level. This study extends the current explanation of why CI projects fail or succeed by incorporating CT (of the project team member) as an indirect antecedent of PP through the development of DC of the CI project. Managers and researchers on quality/project/operations management can find valuable insights in this paper to favour future CI initiatives.
allfieldsGer	10.1080/14783363.2022.2111994 doi (DE-627)1837425728 (DE-599)KXP1837425728 DE-627 ger DE-627 rda eng Pérez Rave, Jorge Iván verfasserin aut Critical thinking, dynamic capabilities, and project performance empirical evidence in the continuous improvement project domain Jorge Iván Pérez Rave, Rafael Fernández Guerrero, Andrés Salas Vallina and Favián González Echavarría 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Continuous improvement (dpeaa)DE-206 continuous improvement project (dpeaa)DE-206 critical thinking (dpeaa)DE-206 dynamic capabilities (dpeaa)DE-206 project performance (dpeaa)DE-206 Fernández Guerrero, Rafael verfasserin aut Salas Vallina, Andrés verfasserin aut González Echavarría, Favián verfasserin aut Enthalten in Total quality management & business excellence Abingdon : Routledge, Taylor & Francis Group, 2003 34(2023), 6, Seite 768-790 Online-Ressource (DE-627)375964649 (DE-600)2129076-3 (DE-576)273900544 1478-3371 nnns volume:34 year:2023 number:6 pages:768-790 https://www.tandfonline.com/doi/pdf/10.1080/14783363.2022.2111994 Verlag lizenzpflichtig https://doi.org/10.1080/14783363.2022.2111994 Resolving-System lizenzpflichtig https://www.tandfonline.com/doi/epub/10.1080/14783363.2022.2111994 Verlag lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 34 2023 6 768-790 26 01 0206 4275742087 x1z 24-02-23 26 00 DE-206 Most continuous improvement (CI) initiatives fail, and most proposals discovering critical success factors of CI focus on the organisational level. There is little empirical evidence supporting these factors at the CI project level. Moreover, current suggestions do not show a dominant set of factors influencing the performance of the CI project. This study empirically investigates the relationships between critical thinking (CT), dynamic capabilities (DC), and project performance (PP) in the CI project domain. The sample consists of 64 projects (unit of analysis), one per organisation. We use PLS-SEM in R and control organisational factors (a binary variable representing top management commitment to the CI project). CT is positively related to DC, and DC is positively related to PP. Unlike previous works, our model focuses not on traditional ‘soft’ organisational factors or ‘hard’ project factors but cognitive factors (CT) and higher-order routines (DC) at the project level. This study extends the current explanation of why CI projects fail or succeed by incorporating CT (of the project team member) as an indirect antecedent of PP through the development of DC of the CI project. Managers and researchers on quality/project/operations management can find valuable insights in this paper to favour future CI initiatives.
allfieldsSound	10.1080/14783363.2022.2111994 doi (DE-627)1837425728 (DE-599)KXP1837425728 DE-627 ger DE-627 rda eng Pérez Rave, Jorge Iván verfasserin aut Critical thinking, dynamic capabilities, and project performance empirical evidence in the continuous improvement project domain Jorge Iván Pérez Rave, Rafael Fernández Guerrero, Andrés Salas Vallina and Favián González Echavarría 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Continuous improvement (dpeaa)DE-206 continuous improvement project (dpeaa)DE-206 critical thinking (dpeaa)DE-206 dynamic capabilities (dpeaa)DE-206 project performance (dpeaa)DE-206 Fernández Guerrero, Rafael verfasserin aut Salas Vallina, Andrés verfasserin aut González Echavarría, Favián verfasserin aut Enthalten in Total quality management & business excellence Abingdon : Routledge, Taylor & Francis Group, 2003 34(2023), 6, Seite 768-790 Online-Ressource (DE-627)375964649 (DE-600)2129076-3 (DE-576)273900544 1478-3371 nnns volume:34 year:2023 number:6 pages:768-790 https://www.tandfonline.com/doi/pdf/10.1080/14783363.2022.2111994 Verlag lizenzpflichtig https://doi.org/10.1080/14783363.2022.2111994 Resolving-System lizenzpflichtig https://www.tandfonline.com/doi/epub/10.1080/14783363.2022.2111994 Verlag lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 34 2023 6 768-790 26 01 0206 4275742087 x1z 24-02-23 26 00 DE-206 Most continuous improvement (CI) initiatives fail, and most proposals discovering critical success factors of CI focus on the organisational level. There is little empirical evidence supporting these factors at the CI project level. Moreover, current suggestions do not show a dominant set of factors influencing the performance of the CI project. This study empirically investigates the relationships between critical thinking (CT), dynamic capabilities (DC), and project performance (PP) in the CI project domain. The sample consists of 64 projects (unit of analysis), one per organisation. We use PLS-SEM in R and control organisational factors (a binary variable representing top management commitment to the CI project). CT is positively related to DC, and DC is positively related to PP. Unlike previous works, our model focuses not on traditional ‘soft’ organisational factors or ‘hard’ project factors but cognitive factors (CT) and higher-order routines (DC) at the project level. This study extends the current explanation of why CI projects fail or succeed by incorporating CT (of the project team member) as an indirect antecedent of PP through the development of DC of the CI project. Managers and researchers on quality/project/operations management can find valuable insights in this paper to favour future CI initiatives.
language	English
source	Enthalten in Total quality management & business excellence 34(2023), 6, Seite 768-790 volume:34 year:2023 number:6 pages:768-790
sourceStr	Enthalten in Total quality management & business excellence 34(2023), 6, Seite 768-790 volume:34 year:2023 number:6 pages:768-790
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institution	findex.gbv.de
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topic_facet	Continuous improvement continuous improvement project critical thinking dynamic capabilities project performance
sw_local_iln_str_mv	26: DE-206:
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container_title	Total quality management & business excellence
authorswithroles_txt_mv	Pérez Rave, Jorge Iván @@aut@@ Fernández Guerrero, Rafael @@aut@@ Salas Vallina, Andrés @@aut@@ González Echavarría, Favián @@aut@@
publishDateDaySort_date	2023-01-01T00:00:00Z
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most proposals discovering critical success factors of CI focus on the organisational level. 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author	Pérez Rave, Jorge Iván
spellingShingle	Pérez Rave, Jorge Iván misc Continuous improvement misc continuous improvement project misc critical thinking misc dynamic capabilities misc project performance Critical thinking, dynamic capabilities, and project performance empirical evidence in the continuous improvement project domain
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topic_title	26 00 DE-206 Most continuous improvement (CI) initiatives fail, and most proposals discovering critical success factors of CI focus on the organisational level. There is little empirical evidence supporting these factors at the CI project level. Moreover, current suggestions do not show a dominant set of factors influencing the performance of the CI project. This study empirically investigates the relationships between critical thinking (CT), dynamic capabilities (DC), and project performance (PP) in the CI project domain. The sample consists of 64 projects (unit of analysis), one per organisation. We use PLS-SEM in R and control organisational factors (a binary variable representing top management commitment to the CI project). CT is positively related to DC, and DC is positively related to PP. Unlike previous works, our model focuses not on traditional ‘soft’ organisational factors or ‘hard’ project factors but cognitive factors (CT) and higher-order routines (DC) at the project level. This study extends the current explanation of why CI projects fail or succeed by incorporating CT (of the project team member) as an indirect antecedent of PP through the development of DC of the CI project. Managers and researchers on quality/project/operations management can find valuable insights in this paper to favour future CI initiatives Critical thinking, dynamic capabilities, and project performance empirical evidence in the continuous improvement project domain Jorge Iván Pérez Rave, Rafael Fernández Guerrero, Andrés Salas Vallina and Favián González Echavarría Continuous improvement (dpeaa)DE-206 continuous improvement project (dpeaa)DE-206 critical thinking (dpeaa)DE-206 dynamic capabilities (dpeaa)DE-206 project performance (dpeaa)DE-206
topic	misc Continuous improvement misc continuous improvement project misc critical thinking misc dynamic capabilities misc project performance
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title_full	Critical thinking, dynamic capabilities, and project performance empirical evidence in the continuous improvement project domain Jorge Iván Pérez Rave, Rafael Fernández Guerrero, Andrés Salas Vallina and Favián González Echavarría
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url	https://www.tandfonline.com/doi/pdf/10.1080/14783363.2022.2111994 https://doi.org/10.1080/14783363.2022.2111994 https://www.tandfonline.com/doi/epub/10.1080/14783363.2022.2111994
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ind1=" " ind2=" "><subfield code="a">GBV_ILN_4338</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4393</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">34</subfield><subfield code="j">2023</subfield><subfield code="e">6</subfield><subfield code="h">768-790</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4275742087</subfield><subfield code="y">x1z</subfield><subfield code="z">24-02-23</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">Most continuous improvement (CI) initiatives fail, and most proposals discovering critical success factors of CI focus on the organisational level. There is little empirical evidence supporting these factors at the CI project level. Moreover, current suggestions do not show a dominant set of factors influencing the performance of the CI project. This study empirically investigates the relationships between critical thinking (CT), dynamic capabilities (DC), and project performance (PP) in the CI project domain. The sample consists of 64 projects (unit of analysis), one per organisation. We use PLS-SEM in R and control organisational factors (a binary variable representing top management commitment to the CI project). CT is positively related to DC, and DC is positively related to PP. Unlike previous works, our model focuses not on traditional ‘soft’ organisational factors or ‘hard’ project factors but cognitive factors (CT) and higher-order routines (DC) at the project level. This study extends the current explanation of why CI projects fail or succeed by incorporating CT (of the project team member) as an indirect antecedent of PP through the development of DC of the CI project. Managers and researchers on quality/project/operations management can find valuable insights in this paper to favour future CI initiatives.</subfield></datafield></record></collection>
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Critical thinking, dynamic capabilities, and project performance : empirical evidence in the continuous improvement project domain

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