Embedding good practice sharing within process improvement

Kwan S. Jeong, Michail Kagioglou, Richard Haigh, Dilanthi Amaratunga, Mohan L Siriwardena

Research output: Contribution to journalArticle

6 Citations (Scopus)

Abstract

Purpose
– Construction firms need to improve the way in which they manage their processes. Focusing on good practice and knowledge sharing within and across organisational boundaries, the purpose of this paper is to discuss recent developments on a structured process improvement model developed for construction enterprises (SPICE).

Design/methodology/approach
– A multiple holistic case study approach was taken to develop and test the presented process improvement model at a firm's level. To compare and synthesise different perspectives, respondents were selected from across a vertical cross‐section of the case study organisations. A combination of several research techniques employed for triangulation.

Findings
– Provides a set of key processes to establish an essential managerial infrastructure for achieving organisation‐wide process improvement. The results highlight the need to implement the key processes in an integrated and holistic manner.

Research limitations/implications
– Key limitations of the presented process improvement model are closely related to the concerns raised against “process thinking.” More case studies are required to confirm or refute generalisability of the findings.

Practical implications
– Firms need to appreciate diverse perspectives and consider norms and values of people in order to understand and improve their process capabilities in a balanced manner. Continuous diagnosis and adaptation of organisational process capability to the changing environment are required to ensure achieving sustainable competitive advantage.

Originality/value
– This paper contributes to the process and knowledge management/organisational learning literature. It also highlights several important issues to address wider aspects of organisational process improvement, as well as future research direction.
LanguageEnglish
Pages62-81
Number of pages20
JournalEngineering, Construction and Architectural Management
Volume13
Issue number1
DOIs
Publication statusPublished - 1 Jan 2006
Externally publishedYes

Fingerprint

Triangulation
Knowledge management
Process improvement
Good practice
Industry
Process capability
Organizational processes
Organizational learning
Design methodology
Cross section
Organization studies
Knowledge sharing
Process management
Research directions
Organizational boundaries
Construction enterprise
Integrated
Sustainable competitive advantage

Cite this

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title = "Embedding good practice sharing within process improvement",
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Embedding good practice sharing within process improvement. / Jeong, Kwan S.; Kagioglou, Michail; Haigh, Richard; Amaratunga, Dilanthi; Siriwardena, Mohan L.

In: Engineering, Construction and Architectural Management, Vol. 13, No. 1, 01.01.2006, p. 62-81.

Research output: Contribution to journalArticle

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AB - Purpose– Construction firms need to improve the way in which they manage their processes. Focusing on good practice and knowledge sharing within and across organisational boundaries, the purpose of this paper is to discuss recent developments on a structured process improvement model developed for construction enterprises (SPICE).Design/methodology/approach– A multiple holistic case study approach was taken to develop and test the presented process improvement model at a firm's level. To compare and synthesise different perspectives, respondents were selected from across a vertical cross‐section of the case study organisations. A combination of several research techniques employed for triangulation.Findings– Provides a set of key processes to establish an essential managerial infrastructure for achieving organisation‐wide process improvement. The results highlight the need to implement the key processes in an integrated and holistic manner.Research limitations/implications– Key limitations of the presented process improvement model are closely related to the concerns raised against “process thinking.” More case studies are required to confirm or refute generalisability of the findings.Practical implications– Firms need to appreciate diverse perspectives and consider norms and values of people in order to understand and improve their process capabilities in a balanced manner. Continuous diagnosis and adaptation of organisational process capability to the changing environment are required to ensure achieving sustainable competitive advantage.Originality/value– This paper contributes to the process and knowledge management/organisational learning literature. It also highlights several important issues to address wider aspects of organisational process improvement, as well as future research direction.

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