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The aim of this paper is to provide new insights into cooperation for organisations.

The paper is based on a literature review of cooperation, risk and trust. The emergent themes from the literature review form the basis for a proposed cooperation framework.

The power of cooperation for organisational leaders lies in its ability to enhance group effectiveness and increase performance. The emergent elements of trust and risk provide a basis for the proposed cooperation framework. The proposed framework has utility for organisations and their leadership and informs us that trust has the potential to reduce risk and increase cooperation.

This research provides practitioners and business leaders with a greater understanding of how cooperation, risk and trust are interconnected. Also, the researchers contend that the cooperation framework proposed in this paper has the potential to enhance cooperation in organisations.

The paper proposes a new framework that shows how cooperation is connected to risk and trust. The proposed framework has utility in organisations by providing a deeper understanding of the value of trust to organisations and their leaders.

The purpose of this paper is to develop and validate a new framework for continuous improvement.

The literature review on customer value and strategic quality provides the basis for the identification of a conceptual framework for continuous improvement. This conceptual framework is validated using the in-depth interview and the survey approach.

The empirical study concluded that the new framework contains all the core components or forces of continuous improvement. These forces are customer value focused co-leadership, customer value focused strategic objectives, improvement specialists with people performance knowledge and improvement methodology. By adopting this framework, all process personnel can have a role to play in process improvement leading to increased organisational returns on investment. Overall, it is an effective framework that is easily understood and can be applied throughout any process led organisation. This is supported by the empirical data.

This new framework can demonstrate to each organisational employee where they fit into the organisational continuous improvement strategy. This paper provides practitioners with a new validated continuous improvement framework that has application in all organisations that are involved in process customer value improvement. The researchers contend that this new framework can compliment existing continuous improvement frameworks.

This paper develops and validates a new framework for continuous improvement. By adopting this framework, all process personnel can have a role to play in process improvement leading to increased organisational returns on investment. This is supported by the empirical data. Also, the authors contend that this framework embraces the systems thinking approach (Conti, 2010) or systemic approach as people interact with customers, processes, improvement methodologies and each other to drive customer value improvement. Consequently, this generates a need to take global view of the combined effect of all customer value improvement components. This systems thinking can feed into future research.

The purpose of this paper is to provide new insights in understanding the value of integrating the Balanced Scorecard (BSC) with Six Sigma.

The paper is based on a comprehensive literature review of the BSC and Six Sigma. The literature review provides the basis for a new integration framework that is grounded on the Plan‐Do‐Check‐Act cycle.

The literature review for both Six Sigma and the BSC crystallise how a fusion can add further value in comparison to a standalone implementation of either the BSC or Six Sigma. This new integration framework is identified through first, leveraging the strengths of both the BSC and Six Sigma and second, by incorporating the key themes of the literature review.

This paper provides practitioners with a greater understanding of the value of integrating Six Sigma with the BSC. Also, the study provides a framework that can serve as a basis for the integration of Six Sigma with the BSC.

Little research has been carried out on the integration of the BSC with Six Sigma. This paper takes a novel approach for the integration framework by identifying the integration leverage points through the strengths and weaknesses of both the BSC and Six Sigma. The key contribution of this paper is that it provides new insights in understanding how the BSC can be integrated with Six Sigma. In addition, the paper provides direction for future research that will address weaknesses in the way organisations execute integration of the BSC with Six Sigma today.