{"title":"The Role of the DMAIC Leadership Process in Organizational Learning: Evidence from Frontline Projects","authors":"I. N. Monlouis","doi":"10.2139/ssrn.2327788","DOIUrl":"https://doi.org/10.2139/ssrn.2327788","url":null,"abstract":"How does the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) process improvement methodology affect organizational learning? The emerging literature on Six Sigma and organizational learning is sparse regarding the specific impact of DMAIC. We bridge this gap with an embedded, longitudinal multiple-case study that examines the leadership process of four frontline iBPI (incremental Business Process Improvement) projects. The 4I model (intuiting, interpreting, integrating, and institutionalizing) of organizational learning serves as a lens to study how insights from frontline employees unfold through group-level integration and organizational-level institutionalization. We map the flow of key project events to relevant social and psychological processes with the 4I model and identify how organizational learning unfolds within the model’s three levels. Empirical results show that DMAIC facilitates individual- and group- but not organizational-level learning. Practitioners and engaged scholars will find these results helpful for iBPI program design, evaluation, and learning interventions.","PeriodicalId":361437,"journal":{"name":"The Third International Conference on Engaged Management Scholarship (Archive)","volume":"187 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123559048","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Tending the Garden: A Literature Synthesis About Repairing Trust Damaged by Turmoil between Workers and Their Organizations","authors":"Joane L. Tritsch","doi":"10.2139/ssrn.2327821","DOIUrl":"https://doi.org/10.2139/ssrn.2327821","url":null,"abstract":"Trust between workers and their organizations can help strengthen organizations and assist them in achieving their goals. However, workplace turmoil can damage and even destroy trust. Once trust is damaged, a decision is needed. This study examines the role of organizational trust and the importance of repairing damaged organizational trust by drawing upon the analysis of 87 articles addressing organizational trust theory that were published between 1998 and 2011. Using Evidence-Based Research Synthesis (EBRS) as the research methodology, this study explores the literature and synthesized findings to determine the critical factors involved in repairing damaged organizational trust. This study finds that organizational trust damaged by turmoil between workers and their organizations may be repaired through quick action, but perhaps not repaired to the original level. Three business examples were used as illustrative cases. Twelve critical factors were identified as essential in repairing damaged organizational trust between workers and their organizations.","PeriodicalId":361437,"journal":{"name":"The Third International Conference on Engaged Management Scholarship (Archive)","volume":"111 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122423362","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}