Uittreksel
| Originele taal-2 | Engels |
|---|---|
| Pagina's (van-tot) | 100-115 |
| Aantal pagina's | 16 |
| Tijdschrift | International Journal of Business and Social Science |
| Volume | 10 |
| Nummer van het tijdschrift | 6 |
| DOI's | |
| Status | Gepubliceerd - aug 2019 |
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A vignette study of middle managers’ responses to continuous improvement initiatives by top management. / Hermkens, Freek; Dolmans, Sharon; Romme, Sjoerd.
In: International Journal of Business and Social Science, Vol. 10, Nr. 6, 08.2019, blz. 100-115.Onderzoeksoutput: Bijdrage aan tijdschrift › Tijdschriftartikel › Academic › peer review
TY - JOUR
T1 - A vignette study of middle managers’ responses to continuous improvement initiatives by top management
AU - Hermkens, Freek
AU - Dolmans, Sharon
AU - Romme, Sjoerd
PY - 2019/8
Y1 - 2019/8
N2 - To better understand why continuous improvement (CI) initiatives often fail and do not result in sustained changes, this paper investigates how management’s conceptualization of a continuous improvement program affects its implementation via middle managers. The study serves to identify the differences in outcomes of CI initiatives arising from implementing CI as an integral management versus an efficiency-improvement approach. This research draws on a vignette study (i.e. scenario experiment) with 107 middle managers working at one of the largest financial institutions in the Netherlands. The findings arising from this study suggest that CI is more likely to be adopted into the organizational culture, enhance the customer orientation among employees and improve the work atmosphere, when it is implemented as an integral management approach rather than as an efficiency-oriented program.
AB - To better understand why continuous improvement (CI) initiatives often fail and do not result in sustained changes, this paper investigates how management’s conceptualization of a continuous improvement program affects its implementation via middle managers. The study serves to identify the differences in outcomes of CI initiatives arising from implementing CI as an integral management versus an efficiency-improvement approach. This research draws on a vignette study (i.e. scenario experiment) with 107 middle managers working at one of the largest financial institutions in the Netherlands. The findings arising from this study suggest that CI is more likely to be adopted into the organizational culture, enhance the customer orientation among employees and improve the work atmosphere, when it is implemented as an integral management approach rather than as an efficiency-oriented program.
KW - Continuous improvement
KW - Top management
KW - Middle manager
KW - Vignette study
KW - Experiment
U2 - 10.30845/ijbss.v10n6p12
DO - 10.30845/ijbss.v10n6p12
M3 - Article
VL - 10
SP - 100
EP - 115
JO - International Journal of Business and Social Science
JF - International Journal of Business and Social Science
SN - 2219-1933
IS - 6
ER -