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’The Role of Organisational Climate in Readiness for Change to Lean Six Sigma

Douglas, JA and Muturi, D and Douglas, A and Ochieng, J ’The Role of Organisational Climate in Readiness for Change to Lean Six Sigma. The TQM Journal. ISSN 1754-2731 (Accepted)

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Abstract

Purpose: This study examines the role of organisational climate in readiness for change with particular focus on Lean Six Sigma (LSS). The main aim is to develop and operationalise an instrument to measure organisation climate to determine the organisational readiness of the Kenya Institute of Management (KIM) to progress to the next stage of the Lean Six Sigma (LSS) implementation lifecycle. Design/methodology/approach: A case study outlining the KIM journey to LSS is described. A quantitative survey was developed based on the ten organisation climate dimensions discovered by Ekvall (1983) and redefined by Lauer (1994). This was then used to measure the climate of the case study organisation. Data were analysed to determine individual perceptions of the climate dimensions within KIM. The average score for each dimension was used to determine overall organisational performance and hence readiness for change. Findings: The generally positive scores across each dimension of the survey indicate that the KIM climate is ready for the next stage of its Lean Six Sigma implementation lifecycle although there may be some isolated pockets (individuals or groups) of resistance to change. However, the range of scores on each dimension indicates that there is disagreement within the survey group about the overall organisational climate. Research limitations/implications: The response rate to the climate survey questionnaire was only two-thirds of the total staff at KIM Headquarters and approximately one-fifth of all staff. The views of non-respondents are therefore not known and this may bias the results. Practical implications: Since climate influences readiness for change it is essential that an organisation can measure it to ensure their environment is conducive to the implementation of change generally and Lean Six Sigma particularly. The developed questionnaire is easy to use, easy to analyse and easy to interpret making it an ideal climate measurement instrument. Originality/value: Previous papers on Lean Six Sigma concentrate on organisational culture rather that climate as a success factor for Lean Six Sigma implementation. This paper addresses that omission.

Item Type: Article
Subjects: H Social Sciences > HF Commerce > HF5001 Business
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Liverpool Business School
Publisher: Emerald
Date Deposited: 10 May 2017 09:06
Last Modified: 09 Sep 2017 21:46
DOI or Identification number: 10.1108/TQM-04-2017-0046
URI: http://researchonline.ljmu.ac.uk/id/eprint/6395

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