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Development of a framework for utilising Lean Six Sigma’s intangible impacts in creating organisational innovation climate

Mohamed Alblooshi (Department of Industrial Engineering and Engineering Management, College of Engineering, University of Sharjah, Sharjah, United Arab Emirates)
Mohammad Shamsuzzaman (Department of Industrial Engineering and Engineering Management, College of Engineering, University of Sharjah, Sharjah, United Arab Emirates)
Azharul Karim (Department of Mechanical Engineering, Leader, Energy and Drying Research Group, Science and Engineering Faculty, Queensland University of Technology, Brisbane, Australia)
Salah Haridy (Department of Industrial Engineering and Engineering Management, College of Engineering, University of Sharjah, Sharjah, United Arab Emirates and Benha Facility of Engineering, Benha University, Benha, Egypt)
Ahm Shamsuzzoha (School of Technology and Innovations and Digital Economy Research Platform, University of Vaasa, Vaasa, Finland)
M. Affan Badar (Department of Applied Engineering and Technology Management, Indiana State University, Terre Haute, Indiana, USA)

International Journal of Lean Six Sigma

ISSN: 2040-4166

Article publication date: 22 July 2022

Issue publication date: 28 February 2023

356

Abstract

Purpose

The purpose of this paper is to develop a framework that illustrates the role of Lean Six Sigma (LSS) in creating organisational innovation climate by investigating the relationship between LSS’s intangible impacts and organisational innovation climate factors.

Design/methodology/approach

A self-administrated survey questionnaire was distributed among 145 public sector officials to get their opinions on the relationship between various observable elements of LSS’s intangible impacts and organisational innovation climate factors, where a response rate of 73.8% was achieved. The collected data were demographically, descriptively and statistically analysed. Accordingly, a house-of-pillars-based framework that illustrates the role of LSS’s intangible impacts in creating innovation climate in an organisation was developed.

Findings

Results from this study indicated that LSS’s intangible impacts on organisational structure and hierarchy, culture, change adaptability, utilisation of staff and staff’s behavioural aspects are positively related to many of organisational innovation climate factors such as trust and openness, challenge and involvement, support for ideas and freedom and autonomy.

Research limitations/implications

The findings of this study are based on the data collected from public sector organisations in the UAE and are supported by relevant literature. However, this study can provide useful guidance for further research for the generalisation of the results to wider scopes in terms of sectors and geographical domains.

Practical implications

The findings of this study will provide UAE public sector officials with a clear roadmap on how to use LSS for promoting innovation and fostering its implementation in practice. This study will also encourage professionals in public sectors to integrate LSS into their innovation strategies to enhance organisational innovativeness and improve service quality.

Originality/value

It is one of the first studies that explores LSS’s intangible impacts and assesses their relationship with organisational innovation climate factors. Hence, this study offers valuable insights for both academics and practitioners and is expected to lay a foundation for a better understanding of how LSS’s intangible impacts can be used in creating organisational innovation climate.

Keywords

Acknowledgements

The authors are thankful to the anonymous reviewers for their constructive criticisms and suggestions that help greatly in improving the quality of the paper. we are also thankful to all interviewees for generously sharing their time and information with us.

Citation

Alblooshi, M., Shamsuzzaman, M., Karim, A., Haridy, S., Shamsuzzoha, A. and Badar, M.A. (2023), "Development of a framework for utilising Lean Six Sigma’s intangible impacts in creating organisational innovation climate", International Journal of Lean Six Sigma, Vol. 14 No. 2, pp. 397-428. https://doi.org/10.1108/IJLSS-08-2020-0117

Publisher

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Emerald Publishing Limited

Copyright © 2022, Emerald Publishing Limited

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