A measurement model of dynamic capabilities of the continuous improvement project and its role in the renewal of the company's products/services
Gespeichert in:
| Autor*in: |
Pérez-Rave, Jorge Iván [verfasserIn] Fernández Guerrero, Rafael [verfasserIn] Salas Vallina, Andrés [verfasserIn] González Echavarría, Favián [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2023 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Operations management research - New York, NY : Springer, 2008, 16(2023), 1 vom: März, Seite 126-140 |
|---|---|
| Übergeordnetes Werk: |
volume:16 ; year:2023 ; number:1 ; month:03 ; pages:126-140 |
| Links: |
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| DOI / URN: |
10.1007/s12063-022-00281-9 |
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| Katalog-ID: |
1845180704 |
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| 982 | |2 26 |1 00 |x DE-206 |b Most continuous improvement (CI) projects fail due to poorly developed hard/soft enablers. Previous studies have considered these enablers mainly at the organizational level. Although the context of each CI project is complex and unique and represents a temporal organization that also determines the project’s success, its internal factors have been under-researched. The paper analyzes the CI project from a dynamic capability (DC) perspective by differentiating between zero/first-order and second-order routines (i.e., the DCs of the CI project). Moreover, it conceptualizes, operationalizes, and validates a measurement model of such DCs. The unit of analysis is the CI project, and the sample consists of 68 projects (one per organization) in Colombia. The empirical validation criteria comprise goodness-of-fit, reliability (Cronbach’s alpha and composite), and validity (convergent and discriminant). The paper provides a reasonable/parsimonious measurement model comprising five DCs (synergy, ideation, absorption, integration, and coordination) at the CI project level. It clarifies the DCs of the CI project and how they can be operationalized. Based on this measurement model, we argue the role of such DCs in facilitating organizational adaption to changes in the environment (a novel conceptual model). These insights will be valuable for decision-making by researchers and managers in quality/project/operational management. | ||
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10.1007/s12063-022-00281-9 doi (DE-627)1845180704 (DE-599)KXP1845180704 (DE-He213)s12063-022-00281-9-e DE-627 ger DE-627 rda eng Pérez-Rave, Jorge Iván verfasserin aut A measurement model of dynamic capabilities of the continuous improvement project and its role in the renewal of the company's products/services Jorge Iván Pérez-Rave, Rafael Fernández Guerrero, Andrés Salas Vallina, Favián González Echavarría 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Continuous improvement (dpeaa)DE-206 Dynamic capability (dpeaa)DE-206 Measurement model (dpeaa)DE-206 Project (dpeaa)DE-206 Scale (dpeaa)DE-206 Fernández Guerrero, Rafael verfasserin aut Salas Vallina, Andrés verfasserin aut González Echavarría, Favián verfasserin aut Enthalten in Operations management research New York, NY : Springer, 2008 16(2023), 1 vom: März, Seite 126-140 Online-Ressource (DE-627)565516957 (DE-600)2424183-0 (DE-576)306836351 1936-9743 nnns volume:16 year:2023 number:1 month:03 pages:126-140 https://link.springer.com/content/pdf/10.1007/s12063-022-00281-9.pdf?pdf=button Verlag lizenzpflichtig https://doi.org/10.1007/s12063-022-00281-9 Resolving-System 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_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 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_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 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_4251 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_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 16 2023 1 3 126-140 26 01 0206 4320666976 x1z 11-05-23 26 00 DE-206 Most continuous improvement (CI) projects fail due to poorly developed hard/soft enablers. Previous studies have considered these enablers mainly at the organizational level. Although the context of each CI project is complex and unique and represents a temporal organization that also determines the project’s success, its internal factors have been under-researched. The paper analyzes the CI project from a dynamic capability (DC) perspective by differentiating between zero/first-order and second-order routines (i.e., the DCs of the CI project). Moreover, it conceptualizes, operationalizes, and validates a measurement model of such DCs. The unit of analysis is the CI project, and the sample consists of 68 projects (one per organization) in Colombia. The empirical validation criteria comprise goodness-of-fit, reliability (Cronbach’s alpha and composite), and validity (convergent and discriminant). The paper provides a reasonable/parsimonious measurement model comprising five DCs (synergy, ideation, absorption, integration, and coordination) at the CI project level. It clarifies the DCs of the CI project and how they can be operationalized. Based on this measurement model, we argue the role of such DCs in facilitating organizational adaption to changes in the environment (a novel conceptual model). These insights will be valuable for decision-making by researchers and managers in quality/project/operational management. |
| spelling |
10.1007/s12063-022-00281-9 doi (DE-627)1845180704 (DE-599)KXP1845180704 (DE-He213)s12063-022-00281-9-e DE-627 ger DE-627 rda eng Pérez-Rave, Jorge Iván verfasserin aut A measurement model of dynamic capabilities of the continuous improvement project and its role in the renewal of the company's products/services Jorge Iván Pérez-Rave, Rafael Fernández Guerrero, Andrés Salas Vallina, Favián González Echavarría 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Continuous improvement (dpeaa)DE-206 Dynamic capability (dpeaa)DE-206 Measurement model (dpeaa)DE-206 Project (dpeaa)DE-206 Scale (dpeaa)DE-206 Fernández Guerrero, Rafael verfasserin aut Salas Vallina, Andrés verfasserin aut González Echavarría, Favián verfasserin aut Enthalten in Operations management research New York, NY : Springer, 2008 16(2023), 1 vom: März, Seite 126-140 Online-Ressource (DE-627)565516957 (DE-600)2424183-0 (DE-576)306836351 1936-9743 nnns volume:16 year:2023 number:1 month:03 pages:126-140 https://link.springer.com/content/pdf/10.1007/s12063-022-00281-9.pdf?pdf=button Verlag lizenzpflichtig https://doi.org/10.1007/s12063-022-00281-9 Resolving-System 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_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 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_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 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_4251 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_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 16 2023 1 3 126-140 26 01 0206 4320666976 x1z 11-05-23 26 00 DE-206 Most continuous improvement (CI) projects fail due to poorly developed hard/soft enablers. Previous studies have considered these enablers mainly at the organizational level. Although the context of each CI project is complex and unique and represents a temporal organization that also determines the project’s success, its internal factors have been under-researched. The paper analyzes the CI project from a dynamic capability (DC) perspective by differentiating between zero/first-order and second-order routines (i.e., the DCs of the CI project). Moreover, it conceptualizes, operationalizes, and validates a measurement model of such DCs. The unit of analysis is the CI project, and the sample consists of 68 projects (one per organization) in Colombia. The empirical validation criteria comprise goodness-of-fit, reliability (Cronbach’s alpha and composite), and validity (convergent and discriminant). The paper provides a reasonable/parsimonious measurement model comprising five DCs (synergy, ideation, absorption, integration, and coordination) at the CI project level. It clarifies the DCs of the CI project and how they can be operationalized. Based on this measurement model, we argue the role of such DCs in facilitating organizational adaption to changes in the environment (a novel conceptual model). These insights will be valuable for decision-making by researchers and managers in quality/project/operational management. |
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10.1007/s12063-022-00281-9 doi (DE-627)1845180704 (DE-599)KXP1845180704 (DE-He213)s12063-022-00281-9-e DE-627 ger DE-627 rda eng Pérez-Rave, Jorge Iván verfasserin aut A measurement model of dynamic capabilities of the continuous improvement project and its role in the renewal of the company's products/services Jorge Iván Pérez-Rave, Rafael Fernández Guerrero, Andrés Salas Vallina, Favián González Echavarría 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Continuous improvement (dpeaa)DE-206 Dynamic capability (dpeaa)DE-206 Measurement model (dpeaa)DE-206 Project (dpeaa)DE-206 Scale (dpeaa)DE-206 Fernández Guerrero, Rafael verfasserin aut Salas Vallina, Andrés verfasserin aut González Echavarría, Favián verfasserin aut Enthalten in Operations management research New York, NY : Springer, 2008 16(2023), 1 vom: März, Seite 126-140 Online-Ressource (DE-627)565516957 (DE-600)2424183-0 (DE-576)306836351 1936-9743 nnns volume:16 year:2023 number:1 month:03 pages:126-140 https://link.springer.com/content/pdf/10.1007/s12063-022-00281-9.pdf?pdf=button Verlag lizenzpflichtig https://doi.org/10.1007/s12063-022-00281-9 Resolving-System 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_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 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_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 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_4251 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_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 16 2023 1 3 126-140 26 01 0206 4320666976 x1z 11-05-23 26 00 DE-206 Most continuous improvement (CI) projects fail due to poorly developed hard/soft enablers. Previous studies have considered these enablers mainly at the organizational level. Although the context of each CI project is complex and unique and represents a temporal organization that also determines the project’s success, its internal factors have been under-researched. The paper analyzes the CI project from a dynamic capability (DC) perspective by differentiating between zero/first-order and second-order routines (i.e., the DCs of the CI project). Moreover, it conceptualizes, operationalizes, and validates a measurement model of such DCs. The unit of analysis is the CI project, and the sample consists of 68 projects (one per organization) in Colombia. The empirical validation criteria comprise goodness-of-fit, reliability (Cronbach’s alpha and composite), and validity (convergent and discriminant). The paper provides a reasonable/parsimonious measurement model comprising five DCs (synergy, ideation, absorption, integration, and coordination) at the CI project level. It clarifies the DCs of the CI project and how they can be operationalized. Based on this measurement model, we argue the role of such DCs in facilitating organizational adaption to changes in the environment (a novel conceptual model). These insights will be valuable for decision-making by researchers and managers in quality/project/operational management. |
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10.1007/s12063-022-00281-9 doi (DE-627)1845180704 (DE-599)KXP1845180704 (DE-He213)s12063-022-00281-9-e DE-627 ger DE-627 rda eng Pérez-Rave, Jorge Iván verfasserin aut A measurement model of dynamic capabilities of the continuous improvement project and its role in the renewal of the company's products/services Jorge Iván Pérez-Rave, Rafael Fernández Guerrero, Andrés Salas Vallina, Favián González Echavarría 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Continuous improvement (dpeaa)DE-206 Dynamic capability (dpeaa)DE-206 Measurement model (dpeaa)DE-206 Project (dpeaa)DE-206 Scale (dpeaa)DE-206 Fernández Guerrero, Rafael verfasserin aut Salas Vallina, Andrés verfasserin aut González Echavarría, Favián verfasserin aut Enthalten in Operations management research New York, NY : Springer, 2008 16(2023), 1 vom: März, Seite 126-140 Online-Ressource (DE-627)565516957 (DE-600)2424183-0 (DE-576)306836351 1936-9743 nnns volume:16 year:2023 number:1 month:03 pages:126-140 https://link.springer.com/content/pdf/10.1007/s12063-022-00281-9.pdf?pdf=button Verlag lizenzpflichtig https://doi.org/10.1007/s12063-022-00281-9 Resolving-System 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_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 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_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 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_4251 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_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 16 2023 1 3 126-140 26 01 0206 4320666976 x1z 11-05-23 26 00 DE-206 Most continuous improvement (CI) projects fail due to poorly developed hard/soft enablers. Previous studies have considered these enablers mainly at the organizational level. Although the context of each CI project is complex and unique and represents a temporal organization that also determines the project’s success, its internal factors have been under-researched. The paper analyzes the CI project from a dynamic capability (DC) perspective by differentiating between zero/first-order and second-order routines (i.e., the DCs of the CI project). Moreover, it conceptualizes, operationalizes, and validates a measurement model of such DCs. The unit of analysis is the CI project, and the sample consists of 68 projects (one per organization) in Colombia. The empirical validation criteria comprise goodness-of-fit, reliability (Cronbach’s alpha and composite), and validity (convergent and discriminant). The paper provides a reasonable/parsimonious measurement model comprising five DCs (synergy, ideation, absorption, integration, and coordination) at the CI project level. It clarifies the DCs of the CI project and how they can be operationalized. Based on this measurement model, we argue the role of such DCs in facilitating organizational adaption to changes in the environment (a novel conceptual model). These insights will be valuable for decision-making by researchers and managers in quality/project/operational management. |
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10.1007/s12063-022-00281-9 doi (DE-627)1845180704 (DE-599)KXP1845180704 (DE-He213)s12063-022-00281-9-e DE-627 ger DE-627 rda eng Pérez-Rave, Jorge Iván verfasserin aut A measurement model of dynamic capabilities of the continuous improvement project and its role in the renewal of the company's products/services Jorge Iván Pérez-Rave, Rafael Fernández Guerrero, Andrés Salas Vallina, Favián González Echavarría 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Continuous improvement (dpeaa)DE-206 Dynamic capability (dpeaa)DE-206 Measurement model (dpeaa)DE-206 Project (dpeaa)DE-206 Scale (dpeaa)DE-206 Fernández Guerrero, Rafael verfasserin aut Salas Vallina, Andrés verfasserin aut González Echavarría, Favián verfasserin aut Enthalten in Operations management research New York, NY : Springer, 2008 16(2023), 1 vom: März, Seite 126-140 Online-Ressource (DE-627)565516957 (DE-600)2424183-0 (DE-576)306836351 1936-9743 nnns volume:16 year:2023 number:1 month:03 pages:126-140 https://link.springer.com/content/pdf/10.1007/s12063-022-00281-9.pdf?pdf=button Verlag lizenzpflichtig https://doi.org/10.1007/s12063-022-00281-9 Resolving-System 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_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 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_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 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_4251 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_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 16 2023 1 3 126-140 26 01 0206 4320666976 x1z 11-05-23 26 00 DE-206 Most continuous improvement (CI) projects fail due to poorly developed hard/soft enablers. Previous studies have considered these enablers mainly at the organizational level. Although the context of each CI project is complex and unique and represents a temporal organization that also determines the project’s success, its internal factors have been under-researched. The paper analyzes the CI project from a dynamic capability (DC) perspective by differentiating between zero/first-order and second-order routines (i.e., the DCs of the CI project). Moreover, it conceptualizes, operationalizes, and validates a measurement model of such DCs. The unit of analysis is the CI project, and the sample consists of 68 projects (one per organization) in Colombia. The empirical validation criteria comprise goodness-of-fit, reliability (Cronbach’s alpha and composite), and validity (convergent and discriminant). The paper provides a reasonable/parsimonious measurement model comprising five DCs (synergy, ideation, absorption, integration, and coordination) at the CI project level. It clarifies the DCs of the CI project and how they can be operationalized. Based on this measurement model, we argue the role of such DCs in facilitating organizational adaption to changes in the environment (a novel conceptual model). These insights will be valuable for decision-making by researchers and managers in quality/project/operational management. |
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Previous studies have considered these enablers mainly at the organizational level. Although the context of each CI project is complex and unique and represents a temporal organization that also determines the project’s success, its internal factors have been under-researched. The paper analyzes the CI project from a dynamic capability (DC) perspective by differentiating between zero/first-order and second-order routines (i.e., the DCs of the CI project). Moreover, it conceptualizes, operationalizes, and validates a measurement model of such DCs. The unit of analysis is the CI project, and the sample consists of 68 projects (one per organization) in Colombia. The empirical validation criteria comprise goodness-of-fit, reliability (Cronbach’s alpha and composite), and validity (convergent and discriminant). The paper provides a reasonable/parsimonious measurement model comprising five DCs (synergy, ideation, absorption, integration, and coordination) at the CI project level. It clarifies the DCs of the CI project and how they can be operationalized. Based on this measurement model, we argue the role of such DCs in facilitating organizational adaption to changes in the environment (a novel conceptual model). These insights will be valuable for decision-making by researchers and managers in quality/project/operational management.</subfield></datafield></record></collection>
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Pérez-Rave, Jorge Iván |
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26 00 DE-206 Most continuous improvement (CI) projects fail due to poorly developed hard/soft enablers. Previous studies have considered these enablers mainly at the organizational level. Although the context of each CI project is complex and unique and represents a temporal organization that also determines the project’s success, its internal factors have been under-researched. The paper analyzes the CI project from a dynamic capability (DC) perspective by differentiating between zero/first-order and second-order routines (i.e., the DCs of the CI project). Moreover, it conceptualizes, operationalizes, and validates a measurement model of such DCs. The unit of analysis is the CI project, and the sample consists of 68 projects (one per organization) in Colombia. The empirical validation criteria comprise goodness-of-fit, reliability (Cronbach’s alpha and composite), and validity (convergent and discriminant). The paper provides a reasonable/parsimonious measurement model comprising five DCs (synergy, ideation, absorption, integration, and coordination) at the CI project level. It clarifies the DCs of the CI project and how they can be operationalized. Based on this measurement model, we argue the role of such DCs in facilitating organizational adaption to changes in the environment (a novel conceptual model). These insights will be valuable for decision-making by researchers and managers in quality/project/operational management A measurement model of dynamic capabilities of the continuous improvement project and its role in the renewal of the company's products/services Jorge Iván Pérez-Rave, Rafael Fernández Guerrero, Andrés Salas Vallina, Favián González Echavarría Continuous improvement (dpeaa)DE-206 Dynamic capability (dpeaa)DE-206 Measurement model (dpeaa)DE-206 Project (dpeaa)DE-206 Scale (dpeaa)DE-206 |
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A measurement model of dynamic capabilities of the continuous improvement project and its role in the renewal of the company's products/services Jorge Iván Pérez-Rave, Rafael Fernández Guerrero, Andrés Salas Vallina, Favián González Echavarría |
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code="a">GBV_ILN_4333</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4334</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4335</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4336</subfield></datafield><datafield tag="912" 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">16</subfield><subfield code="j">2023</subfield><subfield code="e">1</subfield><subfield code="c">3</subfield><subfield code="h">126-140</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">4320666976</subfield><subfield code="y">x1z</subfield><subfield code="z">11-05-23</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) projects fail due to poorly developed hard/soft enablers. Previous studies have considered these enablers mainly at the organizational level. Although the context of each CI project is complex and unique and represents a temporal organization that also determines the project’s success, its internal factors have been under-researched. The paper analyzes the CI project from a dynamic capability (DC) perspective by differentiating between zero/first-order and second-order routines (i.e., the DCs of the CI project). Moreover, it conceptualizes, operationalizes, and validates a measurement model of such DCs. The unit of analysis is the CI project, and the sample consists of 68 projects (one per organization) in Colombia. The empirical validation criteria comprise goodness-of-fit, reliability (Cronbach’s alpha and composite), and validity (convergent and discriminant). The paper provides a reasonable/parsimonious measurement model comprising five DCs (synergy, ideation, absorption, integration, and coordination) at the CI project level. It clarifies the DCs of the CI project and how they can be operationalized. Based on this measurement model, we argue the role of such DCs in facilitating organizational adaption to changes in the environment (a novel conceptual model). These insights will be valuable for decision-making by researchers and managers in quality/project/operational management.</subfield></datafield></record></collection>
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| score |
7.399884 |