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Contribution of Lean Management to Excellence
15 references·0 citing·45 second hop
Contribution of Lean Management to Excellence (2014)Contribution of Lean Management to Excell…The role of performance measurement systems to support quality improvement initiatives at supply chain level (2010)The role of performance measu…Why quality management programs fail (2009)Why quality management progra…Lean‐kaizen public service: an empirical approach in Spanish local governments (2009)Lean‐kaizen public service: a…Excellence – 25 years evolution (2007)Excellence – 25 years evoluti…Dynamics of performance measurement and organisational culture (2006)Dynamics of performance measu…Performance management in the public sector: fact or fiction? (2004)Performance management in the…Benefits, obstacles, and future of six sigma approach (2004)Benefits, obstacles, and futu…Key ingredients for the effective implementation of Six Sigma program (2002)Key ingredients for the effec…What is strategy (2000)What is strategyThe TQM Paradox: Relations among TQM practices, plant performance, and customer satisfaction (1998)The TQM Paradox: Relations am…The Rhetoric and Reality of Total Quality Management (1998)The Rhetoric and Reality of T…Cultural and structural constraints on total quality management implementation (1998)Cultural and structural const…Contrasts in enacting TQM: Mechanistic vs. organic ideology and implementation (1997)Contrasts in enacting TQM: Me…THE STRATEGIC USE OF INTEGRATED MANUFACTURING: AN EMPIRICAL EXAMINATION (1996)THE STRATEGIC USE OF INTEGRAT…QUALITY PROBLEMS, POLICIES, AND ATTITUDES IN THE UNITED STATES AND JAPAN: AN EXPLORATORY STUDY. (1986)QUALITY PROBLEMS, POLICIES, A…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Structural equation modeling in practice: A review and recommended two-step approach. (1988)Effects of innovation types on firm performance (2011)Relationship between quality management practices and innovation (2012)How does corporate social responsibility contribute to firm financial performance? The mediating role of competitive advantage, reputation, and customer satisfaction (2014)The balanced scorecard : measures that drive performance (1992)The balanced scorecard--measures that drive performance. (1992)Using the balanced scorecard as a strategic management system (1996)Performance measurement (2009)Performance management effectiveness: lessons from world-leading firms (2011)Management control systems and research management in universities (2015)Identification of the Critical Factors of TQM* (1996)Six Sigma: The Breakthrough Management Strategy Revolutionizing the World's Top Corporations (1999)The Six Sigma Way: How GE, Motorola, and Other Top Companies are Honing Their Performance (2000)Six sigma for service processes (2006)The evolving theory of quality management: The role of Six Sigma (2008)Total quality control (1961)A Conceptual Framework for the Design of Organizational Control Mechanisms (1979)The art of Japanese management (1981)Development of a multidimensional measure of perceived product quality (1997)Examining Supplier Improvement Efforts from Both Sides (1999)The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited (2003)Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination (2003)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Rhetorical Strategies of Legitimacy (2005)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Out of the Crisis (1982)Estimating within-group interrater reliability with and without response bias. (1984)Perceptual measures of performance: fact or fiction? (2004)When Does Lack of Resources Make New Firms Innovative? (2005)What (Not) to Expect When Surveying Executives (2006)The balanced scorecard: Translating strategy into action (1997)Assessing the vulnerability of supply chains using graph theory (2009)The development of SME managerial practice for effective performance management (2013)The relationship between innovation capability and performance (2014)Dynamic capabilities: what are they? (2000)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Innovativeness and organizational innovation in total quality oriented firms: The moderating role of market turbulence (2007)Critical failure factors of Lean Six Sigma: a systematic literature review (2014)Incorporating organizational factors into probabilistic risk assessment of complex socio-technical systems: Principles and theoretical foundations (2009)Organizational Culture and Climate (2012)Why TQM programmes fail? A pathology approach (2014)
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References

  • 2000What is strategy5,834 cited
  • 1998The Rhetoric and Reality of Total Quality Management909 cited
  • 2004Benefits, obstacles, and future of six sigma approach758 cited
  • 2002Key ingredients for the effective implementation of Six Sigma program707 cited
  • 1998The TQM Paradox: Relations among TQM practices, plant performance, and customer satisfaction543 cited
  • 1996THE STRATEGIC USE OF INTEGRATED MANUFACTURING: AN EMPIRICAL EXAMINATION297 cited
  • 2006Dynamics of performance measurement and organisational culture256 cited
  • 2004Performance management in the public sector: fact or fiction?205 cited
  • 1998Cultural and structural constraints on total quality management implementation164 cited
  • 1986QUALITY PROBLEMS, POLICIES, AND ATTITUDES IN THE UNITED STATES AND JAPAN: AN EXPLORATORY STUDY.161 cited
  • 2009Lean‐kaizen public service: an empirical approach in Spanish local governments138 cited
  • 2007Excellence – 25 years evolution114 cited
  • 2010The role of performance measurement systems to support quality improvement initiatives at supply chain level87 cited
  • 2009Why quality management programs fail74 cited
  • 1997Contrasts in enacting TQM: Mechanistic vs. organic ideology and implementation

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