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The application of lean and quality improvement methods is very common in process improvement projects at organisational levels. The purpose of this research is to assess the adoption of Lean Six Sigma™ approaches for addressing a complex process-related issue in the coal industry.

The sticky coal problem was investigated from the perspective of process-related issues. Issues were addressed using a blended Lean value stream of supply chain interfaces and waste minimisation through the Six Sigma™ DMAIC problem-solving approach, taking into consideration cross-organisational processes.

It was found that the tendency to “solve the problem” at the receiving location without communication to the upstream was, and is still, a common practice that led to the main problem of downstream issues. The application of DMAIC Six Sigma™ helped to address the broader problem. The overall operations were improved significantly, showing the reduction of sticky coal/wagon hang-up in the downstream coal handling terminal.

The Lean Six Sigma approaches were adopted using DMAIC across cross-organisational supply chain processes. However, blending Lean and Six Sigma methods needs to be empirically tested across other sectors.

The proposed methodology, using a framework of Lean Six Sigma approaches, could be used to guide practitioners in addressing similar complex and recurring issues in the manufacturing sector.

This research introduces a novel approach to process analysis, selection and contextualised improvement using a combination of Lean Six Sigma™ tools, techniques and methodologies sustained within a supply chain with certified ISO 9001 quality management systems.

The purpose of this paper is to investigate how successful lean six sigma (LSS) manifests in the Australasian (Australian and New Zealand) context relative to the context in the USA in terms of LSS project definition, structure and practices.

In-depth investigation through case studies – 12 Australian/New Zealand cases and 4 US cases – on the implementation mechanisms of successful LSS initiatives.

A significant difference was found between Australasian and US definitions of an LSS project. However, firms in both regions followed similar project selection, initiating and execution practices. LSS reporting structures were found to be well-established in US organizations, but none of the Australasian organizations were found to be equipped with such a structure, although the effectiveness of LSS implementation success remained unaffected.

Sufficient uniformity of LSS was found across two regions implying its usefulness/generalizability, but the findings are based only on 12 cases.

The paper provides the groundwork to develop a unique LSS model for Australasian organizations to improve processes in an effective and efficient manner.

The recent failures and insolvencies of organisations related to the modern methods of construction (MMC) have gained increased attention and controversy across the UK construction sector. Such failures are linked to their inability to achieve an economy of scale and drive key clients to accept the MMC as an alternative to traditional methods. This paper aims to unravel whether a phenomenon of “innovation negativism” has manifested and is contributing to public clients' indecision towards broader MMC, whether this is only linked to past negative experiences formed after the Second World War or whether additional contributing reasons exist to influence adoption.

This study focusses on exploring the decision-making of the UK public construction sector; therefore, this paper adopts a qualitative approach, utilising interviews with 14 carefully selected MMC experts, government advisors and public clients. The phenomenological stance adopted herewith enables the authors to make better sense of the perceptions of the interviewees, leading to the conceptualisation of the innovation negativism phenomenon.

The paper identifies nine themes that may be argued to promote a profound understanding of the MMC negativism influencing public clients' decision-making. The study has found that more than just the previous negative perceptions formulated post Second World War are driving innovation negativism in the UK public sector. Notably, the emerging themes are incomprehension, lacking evidence, communication, relationship history, bad experiences, uncertainty, inadequate experimentation, the business case and localism.

This study is the first construction management research that acts as a fair departure point to conceptualise the reasoning behind innovation negativism in the construction setting. Through mirroring demand's unipolarity for traditional methods, policy and decision-makers can now rely on the conceptualised reasoning to determine practical solutions to overcome clients' indecisions towards MMC.

The importance of multi-agency information sharing is recognised as central to tackling crime and disorder in an intelligence-driven environment. However, whilst technology can facilitate and enhance this process, barriers to effective agency information exchange are consistently reported. This paper aims to categorise how information sharing takes place in a law enforcement operational setting and whether there is scope to improve the process.

There were two stages to the method; firstly, a select group of practitioners with intelligence-related experience (n = 28) were interviewed to identify the most common approaches to operational information sharing. This generated a categorisation model, which was tested with a larger group of practitioners (n = 73). A mixed-methods approach was adopted.

The research found consensus surrounding four different approaches to information sharing, labelled as: (1) inform and request, (2) meet and share, (3) customised database and (4) integrated systems. These are used at various levels of frequency, dependent on the operational context.

This research provides original evidence-based research to show law enforcement practitioners vary in the way they share information. By demystifying and categorising the process, it provides understanding for practitioners, policymakers and researchers, allowing barriers to be more readily tackled in a much more cost-effective manner.

Through the lens of resource-based view (RBV), knowledge-based view (KBV) and DCV, this paper aims to investigate the relationship of entrepreneurial leadership (EL) on the project success (PS) and further examines the mediating effect of knowledge infrastructure capability (KIC), knowledge-based dynamic capability (KBDC) and Big data analytic capability (BDAC).

The data were collected from 467 employees working on project in software companies. The data were evaluated using SMART-PLS, a structural equation modeling (SEM) tool.

The study revealed a significant impact of EL on the PS, the study also found the significant mediation role of KIC, KBDC and BDAC on the EL and PS relationship.

The research gives valuable insight into the effective role of EL as a contemporary leadership style in project-based firms. Also, this research is one of the first to examine knowledge-oriented dynamic capabilities (DC) as a knowledge fulcrum in project execution. These DC have been empirically proven to facilitate EL in achieving PS and support the firm in competing in an uncertain environment.

In this paper we (a pracademic, a practitioner, and an academic) aim to explore the academic/practitioner gap in social marketing and offer recommendations to close it, while amplifying existing examples of best practice from within the field. We also propose a research agenda to spur dialog and guide further investigations in this area. Insights from prior research, coupled with the co-authors’ experience and observations, indicate that a disconnect does exist between academia and practice within social marketing, though it is admittedly and unsurprisingly not uniform across contexts and disciplinary areas. Given social marketing’s identity as a practice-oriented field, there are many existing examples of academic/practitioner collaboration and the successful linkage of theory and practice that deserve to be amplified. However, the challenges associated with the very different systems and structures affecting both worlds mean the disconnect is problematic enough to warrant systematic change to ensure the two worlds are more aligned.

This paper (a pracademic, a practitioner and an academic) explores the academic/practitioner gap in social marketing and offer recommendations to close it, while amplifying existing examples of best practice from within the field. The authors also propose a research agenda to spur dialog and guide further investigations in this area.

The authors suggest five key reasons that focus should be placed upon closing the academic/practitioner gap in social marketing: demonstrating societal value by contributing to practice; embedding and developing theories in practice; adding to the social marketing literature; contributing to social marketing teaching; and communicating the value and effectiveness of social marketing. To close the gap, the authors propose specific recommendations within four broad areas: marketing the academia and practitioner collaboration offer; building ongoing relationships; creating collaborative partnerships; and changing the publishing model ensuring communications are accessible to all. They also suggest ways for social marketing associations and peak bodies to play a role.

The concept of a disconnect between academia and practice is by no means new; it has been a pervasive issue across disciplines for decades. However, this issue has not been the subject of much discussion within the social marketing literature. Recommendations outlined in this paper serve as a starting point for discussion. The authors also acknowledge that due to long standing “bright spots” in the field, numerous examples currently exist. They place an emphasis upon highlighting these examples while illuminating a path forward.