A process causality approach given a strategic frame

Abstract

Purpose

The purpose of this paper is to develop a methodology for building a causality process to dynamically investigate system performance linkages, as implied by a strategic frame such as a quality management frame or the balance scorecard frame.

Design/methodology/approach

The causality process develops aggregated process control tools in a data mining structure. The method identifies significant performance improvements by means of Cumulative Sum control charts, uses binary variables to mark them and time bounded search cycles as dictated by the causality constraints.

Findings

The methodology was implemented in a manufacturing enterprise and thus enables to better understand causality at the operational (tactical) level as well as at the strategic level.

Research limitations/implications

Additional research issues for further investigation are expressed by questions such as follows: what other data mining tools may be appropriate? How to methodically construct learning performance indicators?

Practical implications

The causality process and its assisting process control techniques are suitable to a variety of managerial situations where techniques for monitoring and testing given frames of hypothesized performance linkages are needed.

Originality/value

The methodology enables an individual organization to dynamically investigate its performance in order to improve the implementation of its strategy.

Citation

Dror, S. (2007), "A process causality approach given a strategic frame", Journal of Modelling in Management, Vol. 2 No. 1, pp. 40-55. https://doi.org/10.1108/17465660710733040