Six Sigma and organizational ambidexterity: a systematic review and conceptual framework
| Autor: | Cristina Alcaide-Muñoz, Leopoldo J. Gutierrez-Gutierrez |
|---|---|
| Přispěvatelé: | Universidad Pública de Navarra. Departamento de Gestión de Empresas, Nafarroako Unibertsitate Publikoa. Enpresen Kudeaketa Saila |
| Jazyk: | angličtina |
| Rok vydání: | 2017 |
| Předmět: |
Engineering
Knowledge management Quality management business.industry Management science Exploration orientation 05 social sciences Six Sigma Behavioural sciences General Medicine Systematic review Empirical research Conceptual framework Ambidextrous organization 0502 economics and business Exploitation orientation 050211 marketing business 050203 business & management Ambidexterity |
| Zdroj: | Digibug. Repositorio Institucional de la Universidad de Granada instname Academica-e: Repositorio Institucional de la Universidad Pública de Navarra Universidad Pública de Navarra Academica-e. Repositorio Institucional de la Universidad Pública de Navarra |
| Popis: | PurposeThe aim of this paper is to analyse the relationship between Six Sigma methodology and organisational ambidexterity (exploitation and exploration orientations). For this purpose, this study describes how Six Sigma practices may enhance both orientations simultaneously, contributing to organisational ambidexterity and performance improvements.Design/methodology/approachA systematic literature review was adopted as the research methodology. The authors analysed 512 publications inSocial Science Citation Indexjournals in fields such as management, business, operation research management science, planning development, behavioural sciences, interdisciplinary social sciences and applied psychology from 1987 to 2016, as the first development and adoption of Six Sigma was in 1987 by Motorola.FindingsThis analysis describes how Six Sigma emphasises not only useful practices for exploitation orientation, such as customer input, design for manufacturability or improvement and control of processes, but also explorative practices, such as discovery, novelty or innovation. Consequently, an adequate combination of all these practices may enhance organisational ambidexterity and organisational success.Research limitations/implicationsThis study relies exclusively on previously published literature that fulfilled the selection criteria described in the search methodology. Further empirical research is necessary to test the propositions included in this paper.Practical implicationsThis study has important implications for academics, practitioners and employers, as it furnishes new theoretical insights to the scarce literature that studies the relationship between quality management practices and organisational ambidexterity. The authors provide a better understanding of Six Sigma philosophy and some fresh and new insight on how Six Sigma practices may help organisation develop distinctive competitive competences by its influence over exploration and exploitation orientations (ambidexterity). Therefore, it might be of interest to those practitioners interested in achieving a successful competitive position and discover emerging business opportunities, as it may provide some guidance on the important implication of Six Sigma practices over exploration and exploitation orientations.Originality/valueThis study provides new insights into the non-existent literature about Six Sigma and organisational ambidexterity and to the scarce literature about quality management and ambidexterity. Propositions on how Six Sigma practices benefit organisational ambidexterity are also suggested. |
| Databáze: | OpenAIRE |
| Externí odkaz: |
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