Since 2014
Social Barriers to Implementing Continuous Improvement Initiatives
Journal of Management for Global Sustainability
View Archive Info| Field | Value | |
| Title |
Social Barriers to Implementing Continuous Improvement Initiatives
Las barreras sociales en implementar las iniciativas de mejora continua: Una exploración cualitativa |
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| Creator |
URICK, MICHAEL J.; Alex G. McKenna School of Business, Economics, and Government Saint Vincent College Latrobe, Pennsylvania, U.S.A. LI, MUYANG; Alex G. McKenna School of Business, Economics, and Government Saint Vincent College Latrobe, Pennsylvania, U.S.A. KONUR, SELIN; Alex G. McKenna School of Business, Economics, and Government Saint Vincent College Latrobe, Pennsylvania, U.S.A. SMITH, TERRANCE; Alex G. McKenna School of Business, Economics, and Government Saint Vincent College Latrobe, Pennsylvania, U.S.A. |
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| Subject |
continuous improvement; organizational culture; operational excellence; grounded theory; social barriers
mejora continua; la cultura organizacional; la excelencia operativa; teoría fundamentada; barreras sociales |
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| Description |
Organizations report challenges in implementing continuous improvement or operational excellence initiatives as they strive for sustainability, yet few have considered the impact that social barriers have in creating resistance to implementation. Through a qualitative grounded theory method, this study highlights several contributions. First, social barriers are stronger than other challenges to implementing operational excellence. Second, these barriers include interpersonal (e.g., communication challenges, unwillingness to change, and workplace relationships) and organizational (e.g., employee treatment, cultural values, and formal organizational characteristics) issues. This article thus links sustainability to operational excellence and suggests that the greatest barriers to becoming more sustainable are likely social in nature. The study then concludes, in addition to these contributions, with a consideration of limitations and directions for future research.
Las organizaciones reportan desafíos en implementar las mejoras continuas o iniciativas de excelencia operativa mientras se esfuerzan por la sostenibilidad. Sin embargo, pocos han considerado el efecto que tienen las barreras sociales sobre la creación de la resistencia a la implementación. A través de una teoría fundamentada en la investigación cualitativa, este estudio subraya varias contribuciones. Primero, que las barreras sociales son más fuertes que otros desafíos en la implementación de la excelencia operativa. Segundo, estas barreras incluyen los asuntos interpersonales (desafíos comunicativos, la falta de voluntad para cambiar y las relaciones laborales) y organizacionales (trato del empleado, valores culturales y características organizacionales formales). Este artículo relaciona entonces la sostenibilidad a la excelencia operativa y sugiere que las mayores barreras para ser más sostenible son probablemente de naturaleza social. Este estudio termina, además de estas contribuciones, con una consideración de las limitaciones e indicaciones para la investigación futura. |
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| Publisher |
International Association of Jesuit Business Schools
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| Contributor |
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| Date |
2018-06-29
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| Type |
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion — |
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| Format |
application/pdf
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| Identifier |
https://journals.ateneo.edu/ojs/index.php/jmgs/article/view/JM2018.06105
10.13185/JM2018.06105 |
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| Source |
Journal of Management for Global Sustainability; Vol. 6, No. 1 (2018); 99-128
2244-6893 2244-6885 10.13185/JM2018.061 |
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| Language |
eng
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| Relation |
https://journals.ateneo.edu/ojs/index.php/jmgs/article/view/JM2018.06105/2730
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| Rights |
Copyright (c) 2018 Journal of Management for Global Sustainability
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