An institutional theory perspective on Six Sigma adoption

Abstract

Purpose

The purpose of this paper is, first, to utilize institutional theory to assess motivation for the adoption of Six Sigma. Second, to examine the role of an organization's innovation implementation climate and the fit between the innovation considered and the values of the organization's members on the implementation of Six Sigma. Third, to study the impact that the adoption and implementation of Six Sigma has on organizational performance.

Design/methodology/approach

Methods advocated in case study research were employed in the conduct of seven case studies. The research protocol consisted of identifying organizations in a variety of manufacturing industries, and conducting focused interviews with a minimum of three respondents in each company in order to improve validity.

Findings

This paper suggests that institutional theory proves to be an effective means by which to examine the adoption of Six Sigma. In addition, support for innovation implementation model suggested by Klein and Sorra is found. Each of the studied firms reported performance improvements as a result of the adoption and implementation of Six Sigma.

Originality/value

This paper contributes to a better understanding of Six Sigma adoption, implementation, and implementation effectiveness of Six Sigma by exploring how it is applied in different manufacturing contexts.

Citation

Braunscheidel, M.J., Hamister, J.W., Suresh, N.C. and Star, H. (2011), "An institutional theory perspective on Six Sigma adoption", International Journal of Operations & Production Management, Vol. 31 No. 4, pp. 423-451. https://doi.org/10.1108/01443571111119542