The DOI matches its Crossref record; 5 of the 5 references it cites were found in a registry or an index.
Six Sigma: Definition and underlying theory⋆
Abstract
Six Sigma has been gaining momentum in industry; however, academics have conducted little research on this emerging phenomenon. Understanding Six Sigma first requires providing a conceptual definition and identifying an underlying theory. In this paper we use the grounded theory approach and the scant literature available to propose an initial definition and theory of Six Sigma. Our research argues that although the tools and techniques in Six Sigma are strikingly similar to prior approaches to quality management, it provides an organizational structure not previously seen. This emergent structure for quality management helps organizations more rigorously control process improvement activities, while at the same time creating a context that enables problem exploration between disparate organizational members. Although Six Sigma provides benefits over prior approaches to quality management, it also creates new challenges for researchers and practitioners.
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Cites
Building Theories from Case Study Research
Eisenhardt, K. M. (1989) · The Academy of Management Review · doi:10.2307/258557 · Cited by 17,455
Mixing Qualitative and Quantitative Methods: Triangulation in Action.
Jick, T. D. (1979) · Administrative Science Quarterly · doi:10.2307/2392366 · Cited by 7,103
Product development: Past research, present findings and future directions
Brown, S. L., & Eisenhardt, K. M. (1995) · The Academy of Management Review · doi:10.2307/258850 · Cited by 3,777
Explaining Development and Change in Organizations
van de Ven, A. H., & Poole, M. S. (1995) · The Academy of Management Review · doi:10.5465/amr.1995.9508080329 · Cited by 3,762
Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry
Eisenhardt, K. M., & Tabrizi, B. N. (1995) · Administrative Science Quarterly · doi:10.2307/2393701 · Cited by 2,426 · cited 1×
“Some scholars argue that in turbulent environments, organizations need a structure that has both a controlling and an exploring effect (Eisenhardt and Tabrizi, 1995).”
Background
Cited by
The problem with plan-do-study-act cycles
Reed, J. E., & Card, A. J. (2016) · BMJ Quality & Safety · doi:10.1136/bmjqs-2015-005076 · Cited by 352
Six sigma: A literature review
Tjahjono, B., Ball, P., Vitanov, V. I., Scorzafave, C., Nogueira, J., Calleja, J., Minguet, M., Narasimha, L., Rivas, A., Srivastava, A., et al. (2010) · International Journal of Lean Six Sigma · doi:10.1108/20401461011075017 · Cited by 268
Thoughts on kaizen and its evolution: Three different perspectives and guiding principles
Suárez‐Barraza, M. F., Ramis‐Pujol, J., & Kerbache, L. (2011) · International Journal of Lean Six Sigma · doi:10.1108/20401461111189407 · Cited by 133
Is lean a theory? Viewpoints and outlook
Åhlström, P., Danese, P., Hines, P., Netland, T. H., Powell, D., Shah, R., Thürer, M., & van Dun, D. H. (2021) · International Journal of Operations & Production Management · doi:10.1108/ijopm-06-2021-0408 · Cited by 74
Enhancing Financial Performance: An Application of Lean Six Sigma to Reduce Insurance Claim Denials
Kovach, J. V., & Borikar, S. (2018) · Quality Management in Health Care · doi:10.1097/qmh.0000000000000175 · Cited by 32
Metadata
- Authors
- Schroeder, R. G., Linderman, K., Liedtke, C., & Choo, A. S.
- Venue
- Journal of Operations Management
- Publisher
- Wiley
- Published
- 2007-06-22
- Volume
- 26
- Issue
- 4
- Pages
- 536-554
- ISSN
- 0272-6963 (ISSN-L)
- 1873-1317
- OpenAlex
- W1965516122
- Cited by
- 868
- References
- 5
- FWCI
- 54.16
- Type
- journal article
- Language
- en
- Open access
- closed
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