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Article
Publication date: 29 March 2022

Ademir de Jesus Soares, Reinalda Blanco Pereira, Roquemar de Lima Baldam and Antonio Carlos de Francisco

The purpose of this article is to propose a standardization model that contributes to the creation of organizational knowledge in the paper industry. This study was…

Abstract

Purpose

The purpose of this article is to propose a standardization model that contributes to the creation of organizational knowledge in the paper industry. This study was oriented to answer the question: how to create organizational knowledge through the standardization model of the paper industry’s production system?

Design/methodology/approach

This research was applied in the main production unit of the paper organization. The data were collected through the analysis of documents, systems and routines of the researched unit. In the research, the observation technique and direct documentation were used. For the operationalization of the research, the following phases were carried: understanding of the applied standardization model, literature review on the research topics, formulation of a standardization model and application of the model.

Findings

A model of standardization of production processes that contributes to the creation of organizational knowledge, in which a correlation of all its stages with the Knowledge conversion modes was found and validated through an applied research in the industry.

Research limitations/implications

This study is applied in a paper industry. In the survey, there is no comparison with other companies. The adaptation of the study in other industries and organizations can increase knowledge about the connection of standardized systems with knowledge conversion modes, adjusting them to other environments or other situations.

Originality/value

This study stands out for empirically testing, a standardization model that favors the creation of knowledge through the analysis of the various activities in a paper industry, providing a real connection between the knowledge management literature and the organizational environment. Standardization can represent an instrument of innovation in the most diverse types of industry, as long as it comes with a proposal for something new and better than the existing model.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 9 February 2010

Björn Münstermann, Andreas Eckhardt and Tim Weitzel

The purpose of this paper is to show if business process standardization (BPS) has an impact on business process performance and should be considered as both a valid…

12734

Abstract

Purpose

The purpose of this paper is to show if business process standardization (BPS) has an impact on business process performance and should be considered as both a valid business process management (BPM) measure and a regular driver of process success.

Design/methodology/approach

An empirical analysis based on data from 156 firms is used to evaluate the hypothesis that process standardization positively impacts business process time, cost, and quality.

Findings

First, the paper proposes a model and empirical operationalization to analyze the impact of process standardization on process performance. Second, empirical analysis shows that BPS has a decisive impact on process performance (R2=61.9 percent). Precisely, there is a significant impact on process time, cost, and most notably on quality. The results indicate that the impact is strongest in services firms and varies subject to a firm's strategy type.

Practical implications

The results suggest that BPS should regularly be considered a prime action item and major tool in a firm's BPM toolbox.

Originality/value

The paper is among the first to empirically show the vital impact of process standardization on performance. For academics and practitioners interested in BPM and the value impact of processes, the results suggest adding process standardization as a regular argument into research on and management of business processes.

Details

Business Process Management Journal, vol. 16 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 7 November 2016

Fatemeh Rahimi, Charles Møller and Lars Hvam

The purpose of this paper is to explore the fit between process standardization and international management strategy of multinational corporations (MNCs) by assessing the…

2433

Abstract

Purpose

The purpose of this paper is to explore the fit between process standardization and international management strategy of multinational corporations (MNCs) by assessing the compatibility between process standardization and corporate structural characteristics in terms of asset configuration and headquarters-subsidiary relationships.

Design/methodology/approach

First, after a literature review on MNCs’ strategy and process standardization, the study suggests two propositions on the fit between corporate international management strategy and process standardization. Second, to empirically examine the propositions, the study investigates the outcome of process standardization in three cases with different strategic and structural contexts. Third, using the propositions and empirical findings, the study proposes a framework for aligning process standardization with MNCs’ structural characteristics.

Findings

Process standardization has a higher degree of fit in MNCs pursuing global integration where process standardization parallels the need for coordinating interdependencies in the functional structure, and is consistent with the headquarters’ operational control over the subsidiaries. Process standardization has a lower degree of fit in MNCs seeking local responsiveness as process standardization disturbs the financial control relationship between the headquarters and subsidiaries and is less crucial for coordination as the subsidiaries contain the necessary coordination mechanisms.

Originality/value

The study provides in-depth understanding of how the international management strategy and consequent structural characteristics of MNCs affects process standardization in the course of a global enterprise resource planning implementation. The study proposes conditions of fit for aligning process standardization with asset configuration and headquarters-subsidiary relationships of an MNC.

Details

Business Process Management Journal, vol. 22 no. 6
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 12 March 2020

Raed EL-Khalil, Zachary Moran Leffakis and Paul C. Hong

This paper empirically examines the implementation pattern of different types of lean management (LM) techniques on the shop-floor. Based on the socio-technical systems…

Abstract

Purpose

This paper empirically examines the implementation pattern of different types of lean management (LM) techniques on the shop-floor. Based on the socio-technical systems framework, LM techniques are classified as social improvement tools and technical process standardization and stability practices. This categorization facilitates investigating their implementation relationship in a complex production system.

Design/methodology/approach

Based on the survey data from managers of the three major US auto-manufacturers and their suppliers (n = 137), measurement scales are developed using confirmatory factor analysis for the LM process improvement, stability, and standardization constructs. Hypotheses are tested by applying the Sobel test technique for mediating regression.

Findings

Statistical results confirm the mediation role of LM improvement tools between standardization and stability goal practices, indicating that technical process-oriented practices are not directly related and that their association is impacted by the corresponding implementation of social tools on the shop-floor.

Practical implications

The results indicate that LM practices should not be randomly implemented on the shop-floor but rather adopted and executed based on a systematic pattern. In LM systems, the implementation of process stability, standardization, and improvement practices on the shop-floor are more tightly integrated than traditionally assumed.

Originality/value

This study establishes a new categorization of specific LM tools based on social and technical characteristics. The conclusions highlight the importance of adopting a social emphasize of continuous improvement to establish a technical focus of process standardization and stability for LM implementation success.

Details

Journal of Manufacturing Technology Management, vol. 31 no. 4
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 6 August 2010

Bjoern Muenstermann, Alexander von Stetten, Sven Laumer and Andreas Eckhardt

The purpose of this paper is to enhance the understanding of business process standardization and how it contributes to generating business value. This research is a step…

3419

Abstract

Purpose

The purpose of this paper is to enhance the understanding of business process standardization and how it contributes to generating business value. This research is a step towards a solid theoretical framework around business process standardization.

Design/methodology/approach

A single case study conducted in a global operating company is completed. Standardization of a certain business process (in this case the recruiting process) is shown to contribute to business value.

Findings

By standardizing its recruiting process, the company was able to reduce the “time‐to‐hire” from 92 to 69 days and the overall costs of the recruiting process by about 30 percent. The quality of the applicant data has clearly improved. Clarity and transparency of the recruiting process could be increased, while the administrative expense within the human resources (HR) departments in the distinct business locations could be reduced significantly.

Research limitations/implications

As with every case study, the generalizability of these findings is limited because the results are based on a single case only and because the focus has been solely on one process – the recruiting process – and did not include other business processes.

Practical implications

The case study can be useful for any company that intends to standardize its recruiting process. Clear indications of how to achieve business value out of process standardization are given.

Originality/value

The paper provides a clear definition of what business process standardization is and how it can lead to increased business value. Clear indications of how to achieve increased business value by business process standardization are provided for practitioners.

Details

Management Research Review, vol. 33 no. 9
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 11 March 2019

Borut Rusjan and Marko Kiauta

The purpose of this paper is to analyze two process standardization theoretical conceptual constructs: process variants unification; and distinction between standard…

Abstract

Purpose

The purpose of this paper is to analyze two process standardization theoretical conceptual constructs: process variants unification; and distinction between standard, routine and non-routine processes.

Design/methodology/approach

The authors analyze two conceptual constructs based on a single case study representing a general hospital’s (GH) process standardization, approach and results. The authors research whether process standardization implemented in a GH conforms to the process variants unification concept approach and its assumed benefits and whether implemented process standardization enables process management improvement based on distinguishing standard, routine and non-routine processes.

Findings

In accordance with the process variants unification conceptual construct, the hospital task force determined a uniform basic patient comprehensive treatment process at the hospital level, which allows synergy among departments. Uniform process activities reflect the differences between standard, routine and non-routine processes.

Practical implications

Process standardization through unification improves performance by establishing a common framework enabling shared experience based on improved process understanding. Distinguishing standard, routine and non-routine processes is useful for analyzing process management. This distinction provides guidelines for process implementation and measurement improvement. The paper also shows that increased routinization and standardization represent levers for process improvement.

Originality/value

The authors analyze theoretical constructs based on a single case study and confirm that theoretical conceptual construct application can provide better process management, which is important for practitioners.

Details

International Journal of Health Care Quality Assurance, vol. 32 no. 2
Type: Research Article
ISSN: 0952-6862

Keywords

Article
Publication date: 13 July 2020

Christoph Dörrenbächer, Mike Geppert and Aline Hoffmann

This paper addresses the so far hardly understood contemporary restructuring trends in European Multinational corporations (MNCs), their rationales and their…

Abstract

Purpose

This paper addresses the so far hardly understood contemporary restructuring trends in European Multinational corporations (MNCs), their rationales and their labour-related implications.

Design/methodology/approach

The paper is based on a systematic evaluation of academic and non-academic literature, as well as on more than 30 in-depth interviews with academic experts, management consultants, trade union consultants and workers’ representatives.

Findings

European MNCs continue to grow bigger, mostly through debt financed mergers and acquisitions. This triggers intensive cross-border standardization and reorganization activities that most prominently materialize as a sustained move towards global factories; a new wave of cross-border standardization in Human Resource Management, information technology and Big Data-driven, as well as compliance-induced reorganization measures.

Originality/value

This paper is the first to empirically map contemporary restructuring trends in European MNCs in a comprehensive way. Moreover, it addresses the managerial rationale underlying these restructuring trends. Based on these insights the paper assesses labour related implications that are both positive and negative.

Article
Publication date: 1 January 2001

ALISTAIR G.F. GIBB and FRANK ISACK

This paper presents the results from interviews of 59 senior personnel from major construction clients. There are two main themes: client drivers for construction projects…

1244

Abstract

This paper presents the results from interviews of 59 senior personnel from major construction clients. There are two main themes: client drivers for construction projects and their implications for standardization of processes and components. The client sample is described and reasons for procuring construction projects are established along with the extent of their involvement in the construction process and hence their ability to influence the outcomes. Their views on value for money, preconceptions of standardization and their opinion on its future potential are explored. Many clients recognize the need to involve constructors and manufacturers early, although fewer actually achieve this. Misconceptions about standardization exist, but many clients are recognizing the benefits possible from standardization. However, very few actually measure benefits and so are unable to truly evaluate success. There is a future for increased standardization, but only if the industry recognizes the unique aspects of each client and responds positively to meet those needs.

Details

Engineering, Construction and Architectural Management, vol. 8 no. 1
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 13 November 2009

Endre Grøtnes

The purpose of the paper is to introduce standardization as a neutral arena for open innovation. The aim is to show that different policies towards open membership in…

5364

Abstract

Purpose

The purpose of the paper is to introduce standardization as a neutral arena for open innovation. The aim is to show that different policies towards open membership in standardization initiatives lead to different open innovation processes.

Design/methodology/approach

Two cases are used to illustrate the differences in open innovation processes. The cases are the Android mobile operating system and the service platform developed by the Open Mobile Alliance. The core process types introduced by Gassmann and Enkel are used to show the different open innovation approaches.

Findings

Both cases use open innovation to create standards. Open membership leads to a coupled process, while a more restricted membership gives separate inside‐out and outside‐in processes. The case lead by established firms in the industry has a process where radical innovations are introduced early in the process, while the case lead by newcomers has a process where radical innovations are introduced late in the process. The two cases have different approaches towards commercialization of the products. Android relies on third‐party developers, while the Open Mobile Alliance relies on their own members.

Research limitations/implications

The cases are from the telecommunication sector and based on standardization of large technical platforms. The findings might not be the same for other sectors.

Originality/value

The paper establishes open innovation as a neutral arena for open innovation outside the domain of any single firm. It shows how the openness towards membership influences the choice of open innovation processes.

Details

Information Technology & People, vol. 22 no. 4
Type: Research Article
ISSN: 0959-3845

Keywords

Book part
Publication date: 20 April 2022

Aline Nardo

This chapter unpacks the ontological conjectures underlying economy-oriented standardisation of educational institutions, practices and processes and reflects on…

Abstract

This chapter unpacks the ontological conjectures underlying economy-oriented standardisation of educational institutions, practices and processes and reflects on alternative – and arguably more desirable – rationales for standardisation in education. Drawing from the works of Maxine Greene and John Dewey, as well as Critical Theory, this chapter contrasts the future-oriented educational concepts at the foundation of economy-directed standardisation – which are oriented on the attainment of certain future ‘outcomes’ – with standardisation rationales based on present-oriented educational theories that derive the purpose of education from educational experience and interaction.

Details

Educational Standardisation in a Complex World
Type: Book
ISBN: 978-1-80071-590-5

Keywords

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