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dc.rights.licenseAttribution-NonCommercial 4.0 International*
dc.contributor.authorUnzueta Aranguren, Gorka
dc.contributor.authorEsnaola Arruti, Aritz
dc.contributor.authorEguren, Jose Alberto
dc.date.accessioned2020-05-07T08:07:32Z
dc.date.available2020-05-07T08:07:32Z
dc.date.issued2020
dc.identifier.issn1754-2731en
dc.identifier.otherhttps://katalogoa.mondragon.edu/janium-bin/janium_login_opac.pl?find&ficha_no=158043en
dc.identifier.urihttp://hdl.handle.net/20.500.11984/1655
dc.description.abstractIn this study, a frame of reference was developed to adapt and execute a continuous improvement process (CIP) for reinforcing a continuous improvement (CI) culture in an organisation. The study was undertaken in a mature capital goods company that did not succeed in institutionalising CI despite deploying many CI tools over the years. The organisation thus needed a model that was adapted to its reality and strengthened the aspects of CI through cultural changes at the organisational level. Action research was used to implement the CIP, and this research method was reinforced using a hermeneutic phenomenological approach to analyse the results. The CIP was validated in four units of analysis within the organisation. For the validation, aspects relevant to organisational cultural change and their metrics were identified. The results showed that the main barriers to the development of CI in the case organisation were lack of teamwork and poor assimilation of new CI routines. The study was applied only in one organisation. Therefore, results cannot be generalized, although the process and methodology followed to adapt and implement the CIP could be applied within other organisations The paper presents a CI frame of reference and describes how a CIP applied to a small and medium-sized industrial enterprise generated cultural changes and promoted organisational excellence in the pursuit of CI by using a hermeneutic phenomenological methodology approach.en
dc.language.isoengen
dc.publisherEmerald Publishing Limiteden
dc.rights© 2020, Emerald Publishing Limiteden
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/*
dc.subject5Sen
dc.subjectContinuous improvement maturity levelen
dc.subjectContinuous improvementen
dc.subjectOrganisational cultureen
dc.subjectMature industrial companyen
dc.subjectHermeneutic phenomenological approachen
dc.titleContinuous improvement framework to develop cultural change: case study, capital goods companyen
dc.typeinfo:eu-repo/semantics/articleen
dcterms.accessRightsinfo:eu-repo/semantics/openAccessen
dcterms.sourceThe TQM Journalen
dc.description.versioninfo:eu-repo/semantics/acceptedVersionen
local.contributor.groupDirección de operaciones logístico productivases
local.description.peerreviewedtrueen
local.identifier.doihttps://doi.org/10.1108/TQM-02-2019-0051en
local.source.detailsPublication date: 7 May 2020eu_ES


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Attribution-NonCommercial 4.0 International
Except where otherwise noted, this item's license is described as Attribution-NonCommercial 4.0 International