Linking learning and knowledge creation to project success in Six Sigma projects: An empirical investigation

This study investigates the impact of two organizational antecedents, (1) Six Sigma resources (technical) and (2) team psychological safety (social), on learning behaviour and knowledge creation and, in turn, on the success of Six Sigma process improvement projects. The paper proposes an integrated model to explain process improvement implementation success through two learning activities undertaken by Six Sigma project teams: Knowing-what and Knowing-how. The conceptualization of these knowledge types in this research is different from usual conceptualization as it represents the knowledge brought into projects through various phases of Six Sigma projects. The three hypotheses proposed in the model were tested using the data collected from 52 Six Sigma project teams from a single organization. Regression analysis showed psychological safety affects project performance through knowing-how. Regression and bootstrapping analyses showed resources influence project performance through the combined mediation of knowing-what and knowing-how.The paper provides an interdisciplinary treatment of knowledge management in process improvement teams, and offers a research model demonstrating how Six Sigma project teams promote deliberate organizational learning. By doing so, this study empirically establishes the notion that technical and social supports jointly impact the success of operations management initiatives such as Six Sigma through learning. The limitations of the study along with the future research directions are highlighted.     

Poverty, Justice and Social Justice

Is Christianity essentially collectivist? The philosopher Antony Flew, examines some recent statements from the church.     

Alcohol consumption in the UK, 1955–85: a system-wide analysis

As a consequence of economic reforms in China, firms have ben affected by three essential changes. First, instead of surrendering all profits to the Government, firms now pay tax on their profits according to a contract between them and the Government and retain the balance as their own controllable surplus. Second, the central economic plan determines only part of firms' production. After fulfilling the command plan, firms are allowed to adjust their production scale by the availability of inputs and the profitability of production. Third, most consumer and investment goods have two prices, a plan price and a market price. As most of the plan prices are always lower than the market prices, the latter play a basic role in determining firms' profits. After a decade of economic reforms, the important question is: can Chinese state enterprises perform like market entities? The analysis shows that Chinese firms in transition domimic the production behaviour of market-based, efficiency-oriented firms.     

Subsidy Schemes and Charitable Contributions: A Closer Look

This article replicates and “stress tests” a recent finding by Eckel and Grossman (2003) that matching subsidies generate substantially higher Charity Receipts than theoretically comparable rebate subsidies. In a first replication treatment, we show that most choices are consist with a “constant (gross) contribution” rule, suggesting that inattention to the subsidies’ differing net consequences may explain the higher revenues elicited with matching subsidies. Results of additional treatments suggest that (a) the charity dimension of the decision problems has little to do with the result, and (b) extra information regarding the net consequences of decisions reduces but does not eliminate the result.     

Levels of strategic purchasing: Impact on supply integration and performance

The growing importance of supply chain management has led to an increasing recognition of the strategic role of purchasing, which has recently evolved and expanded from “buying” to “procurement” and “supply management”. In this study, we chart our sample firms’ advance in strategic purchasing, characterized by the strategic focus, strategic involvement of the purchasing function and the status and visibility of the purchasing professionals, into three stages.This study provides strong empirical support for the importance of strategic purchasing by showing that, by moving towards the more advanced stages, firms at the nascent stage of strategic purchasing can achieve better supply integration, a second-order construct composed of four facets of relational, process, information, and cross-organizational team integration. Our analyses further reveal that strategic purchasing can have a profound impact on supply chain performance for both buyer and supplier firms.