Collins & Browning (2019)--PI in PD contexts JOM (preprint)
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Collins & Browning (2019)--PI in PD contexts JOM (preprint)
It Worked There, So It Should Work Here: Sustaining Change while Improving Product Development ProcessesShawn T. Collins (corresponding author) Dept, Collins & Browning (2019)--PI in PD contexts JOM (preprint) of Technology Leadership and Communication Indiana University-Purdue University. Indianapolis, IN 46202 shawn.collins@alumni.purdue.eduTyson R. Browning Dept, of Information Systems and Supply Chain Management Neeley School of Business Texas Christian UniversityTCƯ Box 298530, Fort Worth, TX 76129 Collins & Browning (2019)--PI in PD contexts JOM (preprint)t.browning@tcu.eduThis is a near-final preprint of a paper published in theJournal of Operations Management) vol. 65, no. 3, pp. 216-241, 2019.AcknowlCollins & Browning (2019)--PI in PD contexts JOM (preprint)
edgementsThe authors would like to thank the many reviewers and editors whose comments helped to improve this paper considerably during the review proIt Worked There, So It Should Work Here: Sustaining Change while Improving Product Development ProcessesShawn T. Collins (corresponding author) Dept, Collins & Browning (2019)--PI in PD contexts JOM (preprint)e research data for this paper were collected while the first author was a doctoral student at the University of Connecticut. The paper reflects the opinions of the authors, and not their affiliated institutions, DevCo, or MultiNat.1It Worked There, So It Should Work Here: Sustaining Change while Im Collins & Browning (2019)--PI in PD contexts JOM (preprint)proving Product Development ProcessesABSTRACTOrganizations operate under ongoing pressure to conduct product development (PD) in ways that reduce erroCollins & Browning (2019)--PI in PD contexts JOM (preprint)
rs, improve product designs, and increase speed and efficiency. Often, managers are expected to respond to this pressure by implementing process improIt Worked There, So It Should Work Here: Sustaining Change while Improving Product Development ProcessesShawn T. Collins (corresponding author) Dept, Collins & Browning (2019)--PI in PD contexts JOM (preprint) implementation depends on two criteria: (1) demonstrating (symbolic) success by meeting externally imposed deadlines and producing mandated artefacts and (2) sustaining the expected (substantive) changes in their employees' underlying beliefs and practices. Given the mixed success of PIPs in non-ma Collins & Browning (2019)--PI in PD contexts JOM (preprint)nufacturing contexts, identifying factors that contribute to both symbolic and substantive implementation IS important to both researchers and practitCollins & Browning (2019)--PI in PD contexts JOM (preprint)
ioners. We explore this challenge through an in-depth field study at a PD company (DevCoI that implemented a PIP across Its 11 PD projects. We examineIt Worked There, So It Should Work Here: Sustaining Change while Improving Product Development ProcessesShawn T. Collins (corresponding author) Dept, Collins & Browning (2019)--PI in PD contexts JOM (preprint)e substantive success. Along with this empirical evidence, we leverage organizational change concepts to facilitate effective PIP implementation in new contexts such as PD. We distill our findings into eight propositions that expand theory about effectively transferring PIPs across contexts.Keywords Collins & Browning (2019)--PI in PD contexts JOM (preprint): Process improvement. Organizational change. Product development. Clinical research1 IntroductionProcess improvement programs (PIPs) are organizationCollins & Browning (2019)--PI in PD contexts JOM (preprint)
al initiatives intended to improve the efficiency, effectiveness, and consistency of work—such as improving product designs, reducing errors, and decrIt Worked There, So It Should Work Here: Sustaining Change while Improving Product Development ProcessesShawn T. Collins (corresponding author) Dept, Collins & Browning (2019)--PI in PD contexts JOM (preprint)or many managers in a variety of contexts, such as manufacturing, service operations, healthcare, and product development (PD) (Linderman et al. (2003); Schroeder et al. (2008); Zu et al. (2008)). Practitioners make substantial investments in PIPs (e g.. Lean. Six Sigma. Agile and Scrum) to transfer Collins & Browning (2019)--PI in PD contexts JOM (preprint) existing ones across national cultures (e.g.. implementing Japanese manufacturing practices in US assembly plants! and functional or operational domaCollins & Browning (2019)--PI in PD contexts JOM (preprint)
ins (e.g.. applying Lean or Six Sigma in service operations, healthcare, and PD>. Many claim that PIP principles and best practices are generic and thIt Worked There, So It Should Work Here: Sustaining Change while Improving Product Development ProcessesShawn T. Collins (corresponding author) Dept, Collins & Browning (2019)--PI in PD contexts JOM (preprint) (Arlbjorn and Vagn Freytag. 2013; Hackman and Wageman. 1995: Hines et al.. 2004; Jadhav et al.. 2014; Repenning. 2000; Staats et al.. 2011; Swink and Jacobs. 2012; Victor et al.. 2000). According to Netland (2016). two out of every three change initiatives do not achieve their desired results, only Collins & Browning (2019)--PI in PD contexts JOM (preprint) one in four manufacturing plants that employed Lean production in the LIS was satisfied with the results, and many organizations struggle to sustainCollins & Browning (2019)--PI in PD contexts JOM (preprint)
momentum beyond initial implementation of then- Lean practices. (Findings by Danese et al. (2017). that Lean requữes similar efforts to sustain as it It Worked There, So It Should Work Here: Sustaining Change while Improving Product Development ProcessesShawn T. Collins (corresponding author) Dept, Collins & Browning (2019)--PI in PD contexts JOM (preprint)ous PIP practices exist with evidence that they (occasionally) work. Furthermore, managers are expected to implement those practices, under the premise that what worked in one place will bring the same positive results elsewhere. However, few have studied the question of how to reliably implement PI Collins & Browning (2019)--PI in PD contexts JOM (preprint)Ps when the principles are applied in new contexts (an issue noted by Lillrank (1995) and explored by Staats et al. (2011)).This paper seeks to improvCollins & Browning (2019)--PI in PD contexts JOM (preprint)
e our understanding of such situations in thr ee ways that are relevant to OM theory and practice. First, this paper addresses PIP implementation thatIt Worked There, So It Should Work Here: Sustaining Change while Improving Product Development ProcessesShawn T. Collins (corresponding author) Dept, Collins & Browning (2019)--PI in PD contexts JOM (preprint)ir own organization. The priority is often for the manager to mobilize resources Within his or her organization in order to comply With the imposed expectations [symbolic success). Such expectations often leave managers with limited flexibility for their employees to develop solutions that address t Collins & Browning (2019)--PI in PD contexts JOM (preprint)heir specific operational challenges and embed sustainably altered behaviors (siibstmifhe success). It IS possible, as in the case of Six Sigma at 3M.Collins & Browning (2019)--PI in PD contexts JOM (preprint)
for a mandatory PIP to evolve over time in ways that increase its substantive success (Canato and Ravasi. 2014; Canato el al.. 2013). However, both sIt Worked There, So It Should Work Here: Sustaining Change while Improving Product Development ProcessesShawn T. Collins (corresponding author) Dept, Collins & Browning (2019)--PI in PD contexts JOM (preprint)ffect PĨP.S in practice is crucial for building sound theory (Handlield and Melnyk. 1998; Langley et al.. 2013) and helping organizations to navigate the landscape of externally imposed mandates.Second, our understanding of whiil PIPs are exceeds our understanding of how to implement them (e.g.. Ana Collins & Browning (2019)--PI in PD contexts JOM (preprint)nd el al.. 2010: Black and Porter. 1996: Jones el al., 2010: Schroeder el al.. 2005; Zhang el al.. 2011). In the presence of expectations lo replicateCollins & Browning (2019)--PI in PD contexts JOM (preprint)
PIP best practices lhal "worked there," many organizations implement PIPs without substantively changing their employees* underlying patterns of actiIt Worked There, So It Should Work Here: Sustaining Change while Improving Product Development ProcessesShawn T. Collins (corresponding author) Dept, Collins & Browning (2019)--PI in PD contexts JOM (preprint) When this happens, they implement a 1*11* Without a solid understanding of the causal paths from metrics to desired behavioral outcomes (Mclnyk et al., 2010) or potential sources of variation as PIP practices diffuse into their organizations (Ansari Ct al., 2010).3https://khothuvien.cori!Third, 0M Collins & Browning (2019)--PI in PD contexts JOM (preprint)researchers and practitioners must articulate the characteristics and underlying causal factors of a successful PIP across multiple contexts. This isCollins & Browning (2019)--PI in PD contexts JOM (preprint)
important when organizations seek to expand on successful PIP experiences by replicating them elsewhere (Danese et al. 2017; Lillrank. 1995). Many orgIt Worked There, So It Should Work Here: Sustaining Change while Improving Product Development ProcessesShawn T. Collins (corresponding author) Dept, Collins & Browning (2019)--PI in PD contexts JOM (preprint)eam from standardized production to the innovation work of designing and developing new products and sen ices (Browning and Sanders, 2012; Davenport et al., 1996; McManus et al., 2007; Murman et al., 2002; Staats et al., 2011).We combine empirical evidence from a 24-month. in-depth, clinical researc Collins & Browning (2019)--PI in PD contexts JOM (preprint)h study (Schein. 1987, 1993) at a PD company (Dex-Co) with multiple streams of literature—including process improvement, organizational change, and orCollins & Browning (2019)--PI in PD contexts JOM (preprint)
ganizational behavior—to expand theory about transferring PIPs and sustaining their implementation. Our research was problem-solving-oriented (LaGangaIt Worked There, So It Should Work Here: Sustaining Change while Improving Product Development ProcessesShawn T. Collins (corresponding author) Dept, Collins & Browning (2019)--PI in PD contexts JOM (preprint)in. 1987:40) in terms of how effectively it implemented a PIP across the 11 Pt) projects in its Engineering department. DexCo’s PIP implementation experienced gaps between its symbolic and substantive success (Hackman and Wageman. 1995; Sousa and Voss. 2002. 2008) and thus failed to achieve the desi Collins & Browning (2019)--PI in PD contexts JOM (preprint)red outcome of sustained implementation. By exploring Dex-Co’s PIP implementation in light of existing theory about organizational change, we contribuCollins & Browning (2019)--PI in PD contexts JOM (preprint)
te to OM theory' (Ketokivi and Choi. 2014) about successfully transferring PIPs to new contexts.We explore relationships between (1) the priorities ofGọi ngay
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