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The assessment of managerial action can be viewed as an information tool for the improvement of management decision‐making processes. Such an assessment might serve to improve both the managerial actions directly assessed and other related organizational aspects. This research focuses on what we can call a “specific assessment”, as opposed to a more permanent assessment which is normally facilitated by traditional information systems. From a learning perspective, it is the generation of second‐order learning on management systems that is being considered here. In terms of information flows, we are talking about the creation of information in order to improve management action, and eventually contribute to the excellence of management. The accounting system has been the privileged source of information but how well does this tool address managerial action? How well does this tool address innovation and learning dimensions? A review of the literature shows that the answers to those questions can be disappointing. What is more, the advances brought about by the quality initiatives do not seem yet to greatly improve those aspects. During the last eight years we have been engaged in a broad action‐research program in a large pharmaceutical multinational company. From this rich experience we pick one of the main axes of transformation: a case of multiple process reengineering. An assessment of this organizational innovation allows us to study the questions stated above. We start with a presentation of the particular context of the company. We identify then descriptive and explicative contextual variables concerning success factors and limits of the managerial actions studied. Finally, we present expected results, and other parallel impacts not initially expected.

The Gemba‐Kaizen approach is a key business process strategy employed by companies (multinationals also) to enhance their manufacturing performance. However, whilst there is significant research information available on implementing management systems in a sequential manner, there is little information available relating to the application of this approach to provide a single and highly effective methodology for process innovation in the context of the Gemba‐Kaizen approach in multinational companies. Therefore, the purpose of this paper is to develop and apply a process innovation framework in terms of methodology for multinational companies. The research question that governs the study is: How is the Gemba‐Kaizen approach applied in an organisational context such as that of a multinational food company in Mexico?

An exploratory case study was conducted. One multinational food company (chocolate) which has been established in Mexico for at least 19 years was selected. The paper chronicles the design and application of a process innovation framework in the context of the Gemba‐Kaizen approach. In total, four methods were used to gather data: direct observation; participative observation; documentary analysis; and semi‐structured interviews.

This paper proposes a process innovation framework using the Gemba‐Kaizen approach. The development, refinement and implementation of a process innovation framework in the context of the Gemba‐Kaizen approach has been achieved, working closely with a multinational food company. Consequently, as a result of the application, a conceptual framework was established, based on the results of comparing theory and fieldwork: this provides a glimpse into the relationship of the Gemba‐Kaizen approach with other improvement methodologies, known as Process Redesign, in the organisation analysed.

Derived to describe the case study on how to apply the Gemba‐Kaizen approach through process innovation methodology, the paper may prove to be of value to practitioners and managers involved in the field. Similarly, a section on managerial implications has also been included.

The paper contributes to the limited existing literature on the Gemba‐Kaizen system and subsequently disseminates this information in order to provide impetus, guidance and support towards increasing the development of companies, in an attempt to move the Mexico manufacturing (food) sector towards world‐class manufacturing performance.

Derived from work conducted on the topics of Lean‐thinking and Lean‐Kaizen some management practices or techniques, such as the 5Ss, have recently become important in this research. The reason for this is that more and more of the companies that apply Lean‐thinking and Lean‐Kaizen are using the 5Ss as an essential step in their implementation. Therefore, this paper aims to explore the implementation of the 5Ss in multinational organisations in Mexico empirically, in order to analyse and compare them against the respective theoretical frameworks. The research question that governs the study is: “How are the 5Ss implemented in an organisational context such as that of a multinational company in Mexico?”

An exploratory multiple case study was conducted. Three multinational companies, which have been established in Mexico for at least 20 years, were selected. Two of these companies were from the automotive sector (suppliers) and the third was a company manufacturing hygiene and cleaning products. Four methods were used to gather data: direct observation, participative observation, documentary analysis, and semi‐structured interviews.

Based on cross analysis findings, a group of reasons was found for applying the 5Ss in the multinational organisations analysed, along with a group of drivers and inhibitors responsible for enhancing or blocking the successful implementation of the 5Ss. Finally, a conceptual framework was also established, based on the results of comparing theory and fieldwork: this provides a glimpse into the relationship of the 5Ss with other improvement programmes, known as Lean‐thinking or Lean‐Kaizen, in the organisations analysed. In particular, the framework show the importance between do (way: philosophy) and jyutsu (techniques) during the implantation process of 5Ss.

Derived to describe three case studies on how to implement the 5Ss within a programme or model for the Lean‐thinking or Lean‐Kaizen approach, it may prove to be of value to practitioners and managers involved in the field. Similarly, a section on managerial implications has also been included.

The study contributes to the limited existing literature on the 5Ss through research that seeks to understand how this technique is implemented in a context of multinational organisations, particularly emphasising the main drivers and inhibitors that enhance or block it during the implementation process. It also includes a theoretical framework that can demonstrate the relationship of the 5Ss with the Lean‐thinking and Lean‐Kaizen programmes in this context: In particular for Latin America and Mexico, where virtually no academic studies of this type have been conducted.

In response to external pressures that Spanish City Halls have been experiencing since the late 1980s and beginning of the 1990s, some of the local administrations have become references of success among the rest of the Spanish City Halls by focusing their efforts on making improvements through continuous process improvement (CPI). Thus, the research question of this study was: how was CPI approached in Spanish City Halls that have become references in Spain? The objective of this study was to explore and shed further light on the literature about this subject, viewing CPI within the public context of a local administration.

This study used a qualitatively based interpretive methodology, applying the case study as a research strategy through a dual design, which combines longitudinal and retrospective studies.

Spanish City Hall's approach CPI through a group of interrelated principles, techniques and tools that have been applied in a public context, resulting in certain benefits in municipal management.

As a result of the conclusions from the field study, a set of practical recommendations are presented here that can be useful for other local administrations involved in improvement efforts.

Academic literature on the application of CPI in the public sector has been approached from perspectives like new public management or total quality management. However, in the Spanish context, there are practically no studies that explore and analyze the Spanish City Halls that have had positive results in their management, by focusing their efforts of improving work processes and public services on CPI.

Since Masaaki Imai coined the term Kaizen in the mid 1980s it has been regarded as a key element in the competitiveness of Japanese companies. However, even though Kaizen was defined by the author who created the term, writings by scholars and practitioners in the field exhibit a certain degree of ambiguity and inconsistency. Finally, there is a clear need to develop this theory in the field of operations management. The purpose of this paper is to analyse Kaizen in the academic and practitioner literature, in order to better understand it and further explore and contribute to its potential theoretical profile.

A literature review was carried out using Kaizen as a search term. Various databases were used for this purpose and books written by both scholars and by practitioners on the subject were also consulted. The literature concerning Kaizen was methodically analysed and categorised.

The findings of the study indicate that Kaizen is presently displayed under three perspectives or umbrellas, which include a series of principles and techniques. By comparing the three perspectives, a set of guiding principles and/or cornerstones for Kaizen have also emerged.

Analysis and classification is based on the literature that has been found and reviewed, along with the knowledge of authors on the subject, and may include other features as well as other angles of analysis.

The Kaizen literature review is very limited. In writing this paper a considerable number of articles and research related to Kaizen has been reviewed. This review resulted in an initial classification of Kaizen (three umbrellas) and four major topics, which may prove useful for managers or executives who are introducing or developing Kaizen in their organizations.

As far as the authors are aware, this is one of the first papers that proposes a literature review in an attempt to clarify Kaizen, both in academic and practitioner ambits.

Interoperability standards are a crucial aspect in the development of B2B e‐business. The aim of this paper is to understand how standardisation evolves by analysing the interplay between activities and stakeholders within the process. Unlike most of the IS research that focuses on the underlying technologies within standards, this study explores the standardisation processes and the interaction between the different participants.

This issue was explored with a case study of the standardisation activity in the Port Community of Barcelona. The primary source of data was semi‐structured interviews with members of the standardisation committee, direct observation in meetings and related documentation. Data coding and analysis, using qualitative methods, proceeded in parallel with data collection.

The analysis reveals critical success factors in the urgency perceived by the dominant stakeholder and the inclusion of a workgroup manager. Also the workgroup manager can have a significant positive impact by focusing on sense‐making activities during the first steps of the process.

The study is based on a single organisation and a largely retrospective analysis of two standardisation exercises.

This paper contributes significantly to the literature on vertical B2B standardisation by combining process theories and stakeholder analysis approaches. It demonstrates greater insight into managing successful standards initiatives by taking this holistic approach to the research.

Peters and Waterman brought the concept of excellence into the conscious practice of organizations during the early 1980s. Theory has timidly followed afterwards. However, the concept existed before and it is broadly used nowadays. This article attempts to synthesize the evolution of excellence, especially in the last 20 years, during which time some legitimate counter developments have shown important limits for these “excellence stages”. Those counter developments tend to be enlightening but have often brought about confusion. Where could excellence be tomorrow and what should organizations do about it? Concludes from this analysis that: deep conceptual work is necessary; the importance of implementation is often mentioned in the literature but not addressed in detail; the idea of sustainability may need further development, especially concerning a clear separation between the socio‐ecological and the competitive advantage perspectives; the different excellence approaches have not looked deeply into the differences between large and small enterprises, public and private sectors, and the organization itself and its components.

Over the last decade, some Mexican public organisations have begun to enter into a dynamic in which issues such as service quality, ongoing improvement, and internal and external customer orientation are becoming essential to their day‐to‐day management. The purpose of this paper is to present a successful example of how Lean‐Kaizen is implemented in the human resource service process of a Mexican public service organisation.

The research method adopted is the case study. Research is carried out in a Mexican public service organisation, and adopts a retrospective focus. Four methods are used to gather data: direct observation; participative observation; documentary analysis; and semi‐structured interviews.

The Lean‐Kaizen approach helps this public service organisation to improve cycle times in the human resource selection and hiring process. Various enablers and inhibitors are also identified during implementation.

Research is based on a single case study. However, rather than seeking empirical generalisation, it tries to examine how the Lean‐Kaizen approach can be successfully implemented in a service process.

The research is effectively a guide for practitioners (public managers) wishing to apply or already applying Lean‐Kaizen in their service processes.

A review of academic and practitioner literature on the subject indicated that implementation of the Lean‐Kaizen approach has hardly begun to be explored. It is also significant that in Mexico and Latin America, examples of the transfer and implementation of this kind of approach are practically non‐existent in academic literature on the subject.

The purpose of this paper is to provide a first exploratory overview of the Mediterranean system of innovation and present the results of interactive work with 25 innovation delegates from northern and southern Mediterranean countries. The study comes at a watershed for the Union for the Mediterranean, which is drawing up innovation policies for the future and debating ways of boosting core activities.

This research benefits from the established literature on innovation systems (IS) to study how Mediterranean countries are enhancing their innovation capabilities. In collaboration with the European Institute of the Mediterranean, this research invited delegates from northern and southern Mediterranean countries, programme directors and representatives from the European Commission to discuss national and regional innovation activities in their own countries.

The data shed light on how activities conducted by public and private organisations influence the IS functions, revealing shifting services and business models. Finally, the data highlighted the need to draw up an innovation strategy to boost R&D capabilities.

The value of this research lies in the application of the well‐established IS approach to the Mediterranean case and a description of existing enabling and blocking mechanisms.

In recent years, small family businesses in Mexico have come under enormous pressure from their external environment: this has resulted in serious problems affecting the running of their businesses, leading ultimately to a drop off in sales, customers and market share. Some have attempted to respond to this environment by using the Japanese approach of kaizen (meaning continuous improvement). The purpose of this paper is to ask if the kaizen approach is implemented in a specific environment such as that of small family businesses in Mexico.

In this study, qualitative research was conducted using case studies as the research strategy. Two small, family‐run Mexican businesses were selected and studied (a restaurant and hotel) and a retrospective focus was adopted; four methods were used to gather data: direct observation; participative observation; documentary analysis; and semi‐structured interviews.

The findings of the three case studies show that the kaizen approach can be applied to small family businesses in Mexico, but that the degree of implementation depends on the evolutionary stage of each family business. Consequently, for this first exploratory study, it was found that, in the start‐up stage, only the First Guiding Principle of kaizen was observed, along with some indications for the Fourth Guiding Principle. Whereas for the expansion stage, the consolidated presence of the Second, Fourth and Fifth Guiding Principle of kaizen was observed. Finally, it was possible to identify certain techniques and tools at every stage in addition to the Guiding Principle. In closing, the exploratory study made it possible to investigate the major enablers and inhibitors that a family business goes through.

Research was based in two case studies. However, rather than seeking empirical generalisation, the research tried to examine and explore how the kaizen approach is applied in a specific environment such as that of a sports organisation dedicated to football in Mexico.

The paper aspires to be of interest as much to researchers as to professionals in the family business context, whether they have top management responsibilities or are middle managers, and also to all those employees whose work is related to this sector, with the aim of understanding the management of small family businesses in Mexico from the kaizen perspective.

A review of academic and practitioner literature on the subject indicated that implementation of the kaizen approach in family businesses had scarcely begun to be explored. It is also significant that in Mexico and Latin America, examples of the implementation of this kind of approach are practically non‐existent in academic literature on family businesses.