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Understanding how organisations can institutionalise the outcomes of process improvement initiatives is limited. This paper explores how process changes resulting from improvement initiatives are adhered to, so that the changed processes become the new “norm” and people do not revert to old practices. This study proposes an institutionalisation process for process improvement initiatives.

Firstly, a literature review identified Tolbert and Zucker’s (1996) institutionalisation framework as a suitable conceptual framework on which to base the enquiry. The second phase (the focus of this paper) applied the findings from two case studies to adapt this framework (its stages and related factors) to fit process improvement contexts.

The paper presents an empirically and theoretically supported novel institutionalisation process for process improvement initiatives. The three stages of the institutionalisation process presented by Tolbert and Zucker (1996) have been respecified into four stages, explaining how process changes are institutionalised through “Planning”, “Implementation”, “Objectification” and “Sedimentation” (the original first stage, i.e. “Habitualisation” being divided into Planning and Implementation). Some newly identified Business Process Management (BPM) specific factors influencing the institutionalisation processes are also discussed and triangulated with the BPM literature.

The study contributes to the BPM literature by conceptualising and theorising the stages of institutionalisation of process improvement initiatives. In doing so, the study explicitly identifies and considers several key contextual factors that drive the stages of institutionalisation. Practitioners can use this to better manage process change and future researchers can use this framework to operationalise institutionalisation of process change.

This is the first research study that provides an empirically supported and clearly conceptualised understanding of the stages of institutionalising process improvement outcomes.

This paper aims to demonstrate the need for a structured business process improvement effort needed while restructuring organisational processes within a construction company. Through the longitudinal study, the study also highlights the importance of a continuous improvement initiative to sustain such an improvement effort.

The research followed an action research and the case study approach using semi-structured interviews and group workshops within the case organisation. Overall, six departments were analysed, 35 interviews with senior and middle managers were conducted, existing business process documents were studied and processes were documented. The data were compiled using a process modelling software and Business Process Markup Notation methodology. Additionally, a longitudinal analysis following the completion of process modelling exercise was carried out over a period of eight years.

The overall study highlights the importance of business process management (BPM) for construction organisations. The case study also demonstrated that even smaller business units and its processes affected the overall value chain in a major way and the importance to analyse the process interdependencies between organisational units.

The main limitation of the research was that it is based on a single-case-study company based in the UK. More research is needed with other organisations with different work practices and culture and geographic location.

Primarily, the research outlines specific steps taken during a structured process improvement exercise in a construction company, including procedures for collecting data, developing process maps and analysis of data. The longitudinal study highlights the challenges in sustaining such an initiative. For practitioners, strengths and weaknesses of various process improvement methods and a detailed description of a BPM implementation can be used as a guideline for future projects. From a research point of view, the paper highlights the need for deeper and long-term analysis of such initiatives and the importance of immersion of researchers within the environment.

The paper provides deeper insights into the structured process improvement exercise within a construction company. Second and more importantly, the longitudinal study is one of its kind in the construction industry to shed light on the factors affecting sustainability of such initiatives.

Since the mid‐1980s, the subject of information systems (IS) integration and its role in business process improvement (BPI) has been of considerable interest to business managers and researchers. The present study examines the effects of IS integration on BPI. The moderating effects of industry type, information intensity of the industry, and time since the initiation of the existing program in the firm have also been analyzed. The data for the study were gathered through a survey of Fortune 500 US firms at divisional levels. The results of the study support the hypotheses that data integration and communication networks integration affect the dimensions of BPI. However, none of the moderators, except industry type, was found significantly affecting the relationships between networks integration and process improvement effect and customer focus.

Process improvement initiatives, such as Lean, Six Sigma and Lean Six Sigma, typically have common characteristics that are carried through projects. Whilst a project’s performance is an important determinant of the successful implementation of continuous improvement (CI) initiatives, its failure can undermine the impact of any CI initiative on business performance. As a result, an understanding of the reasons of process improvement project failures is crucial. The purpose of this paper is to present the results of a pilot survey highlighting the most common reasons for process improvement project failures.

This paper presents a pilot survey of 42 Brazilian manufacturing specialists who have been involved in process improvement projects. The participants of this survey were Six Sigma Master Black Belts, Black Belts, Green Belts and Six Sigma champions from manufacturing companies in Brazil. The survey questionnaire was piloted with five experts in the field in order to ensure that the questions were valid and technically sound.

The execution of Six Sigma projects in organizations results in a moderate rate of project failures. These failures can cost organizations several millions of dollars especially within the context of larger organizations. The main reasons for project failure, as cited by the specialists include: resistance to change, lack of commitment and support from top management and incompetent teams.

The authors report the findings from a pilot survey having a limited sample size. Moreover, the data have been collected from one country and primarily from large manufacturing companies.

To the best of the authors’ knowledge, this is the first empirical study looking into the reasons for process improvement project failures. The authors argue that if the top reasons for such failures are understood, a framework can be developed in the future that can mitigate the chance of project failures during project execution. This could potentially lead to significant savings to the bottom-line of many organizations.

Micro-enterprises have a vital role in the development of a nation by creating employment, encouraging entrepreneurship, balancing social income and educating the workforce. Yet, micro-enterprises face significant operational challenges such as low productivity, high production costs and long changeover times. These challenges are often overlooked by researchers and practitioners but have a drastic impact on micro-enterprises' operational performance. With over 95% of the economy consisting of micro-enterprises, it is vital to improve operational performance and competitiveness of the micro-enterprises.

Considering the data availability and practical challenges of gathering data from micro-enterprises, an action research methodology was selected as a suitable research method. Following the initial diagnostic visits, planned interventions were prepared and results were observed to gather data and draw conclusions.

Findings suggest that commonly adapted performance improvement initiatives by large enterprises cannot be directly applied in micro-enterprises to enhance operational performance. Micro-enterprises lack the critical resources and company culture to easily adapt these initiatives. On the other hand, when these performance improvement initiatives are filtered according to specific needs of micro-enterprises, continuous improvement initiatives were often found to be effective in improving operational performance. Specifically, 5S, single-minute exchange of dies (SMED), suggestion schemes, layout improvements, management coaching, visual management, empowerment were found to be useful and suitable to address command and control culture, low productivity, unorganised workspace, undelegated authority, low skilled employees and unwillingness to take responsibility problems.

Further research is required to investigate the specific factors that affect the adaptation of continuous improvement initiatives such as culture and industry type.

This research extends and contributes the current literature on continuous improvement initiatives by revealing how performance improvement initiatives need to be filtered according to the specific needs of micro-enterprises, and how these initiatives can be used to address specific problems to improve operational efficiency. It provides a conceptual framework to guide the decision-making process on operational performance improvement in micro-enterprises.

This paper presents a practical methodology for developing a process‐based knowledge management system (KMS) for supporting continuous improvement (CI) and asset management.

An action research methodology was used to develop a KMS to support CI in a manufacturing company. The KMS is evaluated through application in the case study company. This methodology ensures a consistent approach to carrying out all improvement initiatives. The final part of the methodology addresses the construction of an intranet‐based knowledge warehouse. This contains several searchable areas such as existing information on assets, new knowledge generated from projects, details of expertise in the business and links to the key business drivers through the corporate intranet.

The KMS is shown to support CI initiatives through the utilization of available data already held within the company's management databases (production, quality and maintenance) including consideration of corporate strategic plans. Process models trigger the application of improvement tools and projects in a true CI environment.

This methodology acknowledges both tacit and explicit knowledge within the company, and it represents an appropriate environment to promote and develop a true learning organization.

The system developed is shown to be flexible and has been implemented in a manufacturing environment. Financial benefits are presented.

The approach used is novel and integrates several areas of IT and process improvement techniques. The resulting methodology is applicable to large and small companies without requiring major IT support facilities. The methodology supports the development of true learning organizations.

This work explores the potential benefits of aligning the strategic planning process with a BPM program in a clinical research center (CRC). The purpose of this paper is to define a process for executing strategic planning oriented towards the promotion of a BPM program.

The method applied is action research. This allowed the solution of a practical problem and at the same time the proposition of a new approach to promote BPM in alignment with strategy, which was synthesized in the model presented.

The analysis and structuring of the strategic planning process, with the assessment of the as-is situation, were adequate as a preparation step for the first cycle of a BPM program in the CRC. Based on lessons learned along the research project, a model was proposed for the strategic planning process oriented towards promoting BPM.

The model was conceived from a single application at a CRC, through a cycle of action research. This is one of the limitations of this work. The model was not yet sufficiently tested in other contexts. This represents opportunities for future research.

The evaluation step in the action research cycle revealed that the organization in focus was satisfied with the results. New management practices in the organizations in focus were implemented as a result of this work.

Process improvement initiatives are a novelty in the CRC context, and this work may serve as a reference for CRC managers seeking to improve overall performance. The proposed model in this work indicates that a BPM program should start with strategic planning. An initial assessment of the as-is situation of the organization in focus was performed based on the analysis of the undesirable effects in the organization’s management practices, using a technique of the Theory of Constraints. The use of this technique facilitated the identification of solutions to the root causes identified in the assessment. The level of the assessment was deeper in comparison to results obtained with traditional tools used in strategic planning processes. The assessment supports the definition of actions oriented to solving the majority of the management dysfunctions of the organization in focus.

Business improvement initiatives have benefit for both an organisation’s operational effectiveness and its knowledge acquisition capabilities. These have a synergistic effect upon the ability to gain and maintain competitive advantage. Among the multitude of approaches that can be adopted process mapping (PMapping) is widely used. The purpose of this paper is to examine the utilisation of PMapping for undertaking business process improvement and the resultant acquisition of knowledge among those that are involved in its performance and the subsequent use of process maps (PMaps).

Adopting the notion of " knowledge as knowing " and Activity Theory as the research framework, a four-year Participatory Action Research study of three organisations was conducted. Data were gathered through cyclically developed semi-structured interviews, on-site observation and instantaneously sampled field notes.

It finds that PMapping is a useful technique for conducting business process improvements and acquiring knowledge of organisations and their people. It also finds that PMaps are useful knowledge repositories that have value beyond aiding the development of improved business processes. Socialisation is a key determinant of knowledge coproduction and transfer. This study finds that it occurs in formal and informal modes between individuals engaged in PMapping.

The choice of PMapping technique may have significant influence upon the knowledge that is acquired by individuals and organisations during business process improvement initiatives. Future research should explore the relationship between PMapping methods, their knowledge-generative potential and the usability of the resultant PMaps.

Organisations undertaking business process improvement initiatives should take account of those factors that mediate its undertaking and its knowledge-generative potential. The objectives of improvement initiatives and of specific activities such as PMapping need to be carefully considered. Changes in objectives need clear communication and justification, and the purpose and benefit of such changes must be weighed against the potential detrimental effect that they may have upon the workforce. Inconsiderate goals setting and changing can lead to individuals coming under significant psychological and sociological pressures.

This research furthers the understanding of knowledge acquisition and business process improvement in non-manufacturing environments. It identifies the challenges involved in adopting PMapping as a business improvement tool. It also provides insight into the use of the tool as a technique for fostering knowledge acquisition in individuals.

The purpose of this paper is to evaluate the European Regions for Innovative Productivity project that established Innovative Productivity Centres (IPCs) to assist SMEs in the North Sea Region of Europe to develop a process improvement capability. A conceptual framework explains how a process improvement methodology developed for large firms was adapted and shaped to meet the needs of SMEs.

A comparative case study of 23 SMEs within six European countries. A protocol was developed to collect financial and operational data. This was supplemented by observations, secondary data and field notes. An established research model was used to evaluate the effectiveness and impact of the process improvement interventions.

The intervention context and structure of the IPCs varied by country which shaped process improvement interventions at two levels: the country and the firm. During diffusion three process improvement variants emerged that were tailored to fit the local context. Developing a process improvement capability depended upon the availability of company resources, establishing KPIs and change agent support.

The research contributes to knowledge and theory on diffusion and institutionalization by examining how SMEs responded to institutional pressures by implementing process improvement practices in different ways. Heterogeneity of both the IPCs and the external change agents were the drivers in shaping the improvement practices.

The importance of culture is often emphasized for continuous learning and quality improvement within health care organizations. Limited empirical evidence for cultivating a culture that supports continuous learning and quality improvement in health care settings is currently available.

The purpose of this report is to characterize the evolution of a large division of physical therapists and occupational therapists in a pediatric hospital setting from 2005 to 2018 to identify key facilitators and barriers for cultivating a culture empowered to engage in continuous learning and improvement.

An ethnographic methodology was used including participant observation, document review, and stakeholder interviews to acquire a deep understanding and develop a theoretical model to depict insights gained from the investigation.

A variety of individual, social, and structural enablers and motivators emerged as key influences toward a culture empowered to support continuous learning and improvement. Features of the system that helped create sustainable, positive momentum (e.g., systems thinking, leaders with grit, and mindful design) and factors that hindered momentum (e.g., system uncertainty, staff turnover, slow barrier resolution, and competing priorities) were also identified.

Individual-level, social-level, and structural-level elements all influenced the culture that emerged over a 12-year period. Several cultural catalysts and deterrents emerged as factors that supported and hindered progress and sustainability of the emergent culture.

Cultivating a culture of continuous learning and improvement is possible. Purposeful consideration of the proposed model and identified factors from this report may yield important insights to advance understanding of how to cultivate a culture that facilitates continuous learning and improvement within a health care setting.