97
Views
9
CrossRef citations to date
0
Altmetric
Articles

A Multilevel Framework of Six Sigma: A Systematic Review of the Literature, Possible Extensions, and Future Research

References

  • Aboelmaged, M. G. 2010. Six Sigma quality: A structured review and implications for future research. International Journal of Quality & Reliability Management 27, no. 3:268–317.
  • Ahire, S. L., and P. Dreyfus. 2000. The impact of design management and process management on quality: an empirical examination. Journal of Operations Management 18:549–575.
  • Anand, G., P. T. Ward, M. V. Tatikonda, and D. A. Schilling. 2009. Dynamic capabilities through continuous improvement infrastructure. Journal of Operations Management 27:444–461.
  • Anand, G., P. T. Ward, and M. V. Tatikonda. 2010. Role of explicit and tacit knowledge in Six Sigma projects: An empirical examination of differential project success. Journal of Operations Management 28:303–315.
  • Ancona, D. G., and D. F. Caldwell. 1992. Demography and design: Predictors of new product team performance. Organization Science 3, no. 3:321–341.
  • Andersson, R., H. Eriksson, and T. Håkan. 2006. Similarities and differences between TQM, Six Sigma and lean. The TQM Magazine 18, no. 3:282–296.
  • Antony, J., and R. Banuelas. 2002. Critical success factors for the successful implementation of Six Sigma projects in organizations. The TQM Magazine 14, no. 2:92–99.
  • Antony, J., and C. Fergusson. 2004. Six Sigma in the software industry: Results from a pilot study. Managerial Auditing Journal 19, no. 8:1025–1032.
  • Antony, J., M. Kumar, and C. N. Madu. 2005. Six Sigma in small and medium sized UK manufacturing enterprises: Some empirical observations. International Journal of Quality and Reliability Management 22, no. 8:860–874.
  • Antony, J., F. J. Antony, M. Kumar, and B. R. Cho. 2007. Six Sigma in service organizations: Benefits, challenges and difficulties, common myths, empirical observations and success factors, International Journal of Quality and Reliability Management 24, no. 3:294–311.
  • Antony, J., M. Kumar, and A. Labib. 2008. Gearing Six Sigma into UK manufacturing SMEs: An empirical assessment of critical success factors, impediments, and viewpoints of Six Sigma implementation in SMEs, Journal of Operations Research Society 59, no. 4:482–493.
  • Antony, J. 2004. Some pros and cons of Six Sigma: An academic perspective. The TQM Magazine 16, no. 4:303–306.
  • Argote, L. 1999. Organizational learning: Creating, retaining, and transferring knowledge. Norwell, MA: Kluwer Academic Publishers.
  • Arnheiter, E. D., and J. Maleyeff. 2005. The integration of lean management and Six Sigma. The TQM Magazine 17, no. 1:5–18.
  • Arumugam, V., J. Antony, and A. Douglas. 2012. Observation: A lean tool for improving the effectiveness of Lean Six Sigma. TQM Journal 24, no. 3:275–287.
  • Barley, S. J., and P. S. Tolbert. 1997. Institutionalization and structuration: Studying the links between action and organization. Organization Studies 18:93–117.
  • Barney J. 1991. Firm resources and sustained competitive advantage. Journal of Management 17, no. 1:99–120.
  • Bell, B. S., and S. W. J. Kozlowski. 2002. Goal orientation and ability: Interactive effects on self-efficacy, performance, and knowledge. Journal of Applied Psychology 87, no. 3:497–505.
  • Black, K., and L. Revere. 2006. Six Sigma arises from the ashes of TQM with a twist. International Journal of Health Care Quality Assurance 19, no. 3:259–266.
  • Brady, J. E., and T. T. Allen. 2006. Six Sigma literature: A review and agenda for future research. Quality and Reliability Engineering International 22, no. 3:335–67.
  • Braunscheidel, M. J., J. W. Hamister, N. C. Suresh, and H. Star. 2011. An institutional theory perspective on Six Sigma adoption. International Journal of Operations and Production Management 31, no. 4:423–451.
  • Bronson, D. E., and T. S. Davis. 2012. Finding and evaluating evidence: Systematic reviews and evidence-based practice. New York: Oxford University Press.
  • Brown, J. S., and P. Duguid. 1991. Knowledge and organization: A social-perspective. Organization Science 12, no. 2:198–213.
  • Brun, A. 2011. Critical success factors of Six Sigma implementations in Italian companies. International Journal of Production Economics 131, no. 1:158–164.
  • Buch, K. and A. Tolentino. 2006. Employee expectancies for Six Sigma success. Leadership & Organization Development Journal 27, no. 1:28–37.
  • Bunderson, J. S., and K. M. Sutcliffe. 2003. Management team learning orientation and business unit performance. Journal of Applied Psychology 88, no. 3:552–560.
  • Chakravorty, A., and K. Tan. 2012. Case study analysis of Six Sigma implementation in service organisations. Business Process Management Journal 18, no. 6:992–1019.
  • Chakravorty, S. S. 2009a. Six Sigma programs: An implementation model. International Journal of Production Economics 119:1–16.
  • Chakravorty, S. S. 2009b. Six Sigma failures: An escalation model. Operations Management Research 2:44–55.
  • Chen, S., K. Chen, and T. Hsia. 2005. Promoting customer satisfaction by applying Six Sigma: An example from the automobile industry. The Quality Management Journal 12, no. 4:21–33.
  • Cho, J. H., J. H. Lee, D. G. Ahn, and J. S. Jang. 2011. Selection of Six Sigma key ingredients (KIs) in Korean companies. The TQM Journal 23, no. 6:611–628.
  • Choi, B., J. Kim, B. Leem, C. Lee, and H. Hong. 2012. Empirical analysis of the relationship between Six Sigma management activities and corporate competitiveness. International Journal of Operations and Production Management 32, no. 5:528–550.
  • Choo, A. S., K. W. Linderman, and R. G. Schroeder. 2007a. Method and context perspectives on learning and knowledge creation in quality management. Journal of Operations Management 24:918–931.
  • Choo, A. S., K. W. Linderman, and R. G. Schroeder. 2007b. Method and psychological effects on learning behaviors and knowledge creation in quality improvement projects. Management Science 53, no. 3:437–450.
  • Choo, A. S. 2011. Impact of a stretch strategy on knowledge creation in quality improvement projects. IEEE Transactions on Engineering Management 58, no. 1:87–96.
  • Cohen, W., and D. Levinthal. 1989. Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly 35, no. 1:128–152.
  • Cope, J. 2005. Researching entrepreneurship through phenomenological inquiry. International Small Business Journal 23, no. 2:163–189.
  • Coronado, R. A., and J. Antony. 2002. Critical success factors for the successful implementation of Six Sigma projects in organizations. The TQM Magazine 14, no. 2:92–99.
  • Crossan, M. M., and M. Apaydin. 2010. A multi-dimensional framework of organizational innovation: A systematic review of the literature. Journal of Management Studies 47, no. 6:1154–1190.
  • Dahlgaard, J. J., and S. M. Dahlgaard-Park. 2006. Lean production, Six Sigma quality, TQM and company culture. The TQM Magazine 18, no. 3:263–281.
  • Dasgupta, T. 2003. Using the Six Sigma metric to measure and improve the performance of a supply chain. Total Quality Management and Business Excellence 14:355–367.
  • Davison, L., and K. Al-Shaghana. 2007. The link between Six Sigma and quality culture: An empirical study. Total Quality Management & Business Excellence 18, no. 3:249–265.
  • Desai, D. 2006. Improving customer delivery commitments the Six Sigma way: Case study of an Indian small scale industry. International Journal of Six Sigma and Competitive Advantage 2, no. 1:23–47.
  • Dixon-Woods, M., S. Bonas, A. Booth, D. Jones, D. Miller, and A. Sutton. 2006. How can systematic reviews incorporate qualitative research? A critical perspective. Qualitative Research 6, no. 1:27–44.
  • Does, R., J. Van Den Huevel, J. De Mast, and S. Bisgaard. 2002. Comparing nonmanufacturing with traditional applications of Six Sigma. Quality Engineering 15, no.1:177–182.
  • Easton, G. S., and E. D. Rosenzweig. 2012. The role of experience in Six Sigma project success: An empirical analysis of improvement projects. Journal of Operations Management 30, no. 7&8:481–493.
  • Edmondson, A. C. 1999. Psychological safety and learning behavior in work teams. Administrative Science Quarterly 44, no. 2:350–383.
  • Eisenhardt, K. M., and B. N. Tabrizi. 1995. Accelerating adaptive processes: Product innovation in the global computer industry. Administrative Science Quarterly 40, no. 1:84–110.
  • Ferng, J., and A. D. F. Price. 2005. An exploration of the synergies between Six Sigma, total quality management, lean construction and sustainable construction. International Journal of Six Sigma and Competitive Advantage 1, no. 2:167–187.
  • Firka, D. 2010. Six Sigma: An evolutionary analysis through case studies. The TQM Journal 22, no. 4:423–434.
  • Foster, Jr. S. T. 2007. Does Six Sigma improve performance? Quality Management Journal 14, no. 4:7–20.
  • Freiesleben, J. 2006. Communicating Six Sigma's benefits to top management. Measuring Business Excellence 10, no. 6:19–27.
  • Freiesleben, J. 2007. Can Six Sigma claim to be a generic strategy? Reassessing the competitive implications of quality improvement. International Journal of Six Sigma and Competitive Advantage 3, no. 3:248–65.
  • Furrer, O., H. Thomas, and A. Goussevskaia. 2008. The structure and evolution of the strategic management field: A content analysis of 26 years of strategic management research. International Journal of Management Reviews 10:1–23.
  • Goh, T. N., and M. Xie. 2004. Improving on the Six Sigma paradigm. The TQM Magazine 16, no. 4:235–240.
  • Goh, T. N., P. C. Low, K. L. Tsui, and M. Xie. 2003. Impact of Six Sigma implementation on stock price performance. Total Quality & Business Excellence 14:753–765.
  • Gowen, C. R. III, and W. Tallen. 2005. Effect of technological intensity on the relationship among Six Sigma design, electronic-business, and competitive advantage: A dynamic capabilities model study. Journal of High Technology Management Research 16:59–87.
  • Gowen, C. R. III., G. N. Stock, and K. L. McFadden. 2008. Simultaneous implementation of Six Sigma and knowledge management in hospitals. International Journal of Production Research 46, no. 23:67–81.
  • Green, F. 2006. Six-Sigma and the revival of TQM. Total Quality Management and Business Excellence 17, no. 10:1281–1286.
  • Gupta, A. K., and V. Govindarajan. 2000. Knowledge flows within multinational corporations. Strategic Management Journal 21:473–496.
  • Gutiérrez, L. J., F. J. Lloréns-Montes, and O. Bustinza. 2009. Six Sigma: From a goal-theoretic perspective to shared-vision development. International Journal of Operations and Production Management 29, no. 2:151–169.
  • Gutiérrez, L. J., O. F. Bustinza, and V. Barrales Molina. 2012. Six Sigma, absorptive capacity and organizational learning orientation. International Journal of Production Research 50, no. 3:661–615.
  • Hagen, M. 2010. Black Belt coaching and project outcomes: An empirical investigation. Quality Management Journal 17, no. 2:54–67.
  • Handfield, R., S. Ghosh, and S. Fawcett. 1998. Quality-driven change and its effects on financial performance. Quality Management Journal 5, no. 3:13–30.
  • Harrison, D. A., and K. J. Klein. 2007. What's the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review 32, no. 4:1199–1228.
  • Henderson, K., and J. Evans. 2000. Successful implementation of Six Sigma: Benchmarking General Electric Company. Benchmarking: An International Journal 7, no. 4:260–81.
  • Hoerl, R. 2004. One perspective on the future of Six-Sigma. International Journal of Six Sigma and Competitive Advantage 1, no.1:112–119.
  • Jayaraman, K., T. L. Kee, and K. L. Soh. 2012. The perceptions and perspectives of Lean Six Sigma (LSS) practitioners: An empirical study in Malaysia. The TQM Journal 24, no. 5:433–446.
  • Johns, G. 2006. The essential impact of context on organizational behavior. Academy of Management Review 31, no. 2:386–408.
  • Johnson, G., and A. Huff. 1997. Everyday innovation/everyday strategy. In Strategic Flexibility, eds. G. Hamel, C. K. Prahalad, H. Thomas, and D. O'Neill. London: Wiley.
  • Johnson, G., S. Smith, and B. Codling. 2000. Micro processes of institutional change in the context of privatization. Academy of Management Review 25, no. 3:572–80.
  • Johnson, G., L. Melin, and R. Whittington. 2003. Guest editors' introduction micro strategy and strategizing: Towards an activity-based view. Journal of Management Studies 40, no. 1:3–22.
  • Kaynak, H. 2003. The relationship between total quality management practices and their effects on firm performance. Journal of Operations Management 21:405–435.
  • Klefsjo, B., H. Wiklund, and R. L. Edgeman. 2001. Six Sigma seen as a methodology for total quality management. Measuring Business Excellence 5 no. 1:31–35.
  • Klefsjo, B., B. Bergquist, and R. Edgeman. 2006. Six Sigma and total quality management: Different day, same soup? International Journal of Six Sigma and Competitive Advantage 2, no. 2:162–78.
  • Klein, K. J., F. Dansereau, and R. J. Hall. 1994. Levels issues in theory development, data collection, and analysis. Academy of Management Review 19, no. 2:195–229.
  • Klein, K. J., H. Tosi, and A. A. Cannella. 1999. Introduction to special topic forum, multilevel theory building: Benefits, barriers, and new developments. Academy of Management Review 24, no. 2:243–248.
  • Klein, K. J., and S. W. J. Kozlowski. 2000. From micro to meso: Critical steps in conceptualizing and conducting multilevel research. Organizational Research Methods 3, no. 3:211–236.
  • Kuei, C., and C. N. Madu. 2003. Customer-centric Six Sigma quality and reliability management. International Journal of Quality & Reliability Management 20:954–964.
  • Kumar, M. 2007. Critical success factors and hurdles to Six Sigma implementation: The case of a UK Manufacturing SME. International Journal of Six Sigma and Competitive Advantage 3, no. 4:333–351.
  • Kumar, M., J. Antony, F. Antony, and C. Madu. 2007. Winning customer loyalty in an automotive company through Six Sigma: A case study. Quality and Reliability Engineering International 23, no. 7:849–66.
  • Kumar, M., J. Antony, C. Madu, D. Montgomery, and S. Park. 2008. Common myths of Six Sigma demystified. International Journal of Quality & Reliability Management 25, no. 8:878–95.
  • Kumar, M., J. Antony, and B. R. Cho. 2009. Project selection and its impact on the successful deployment of Six Sigma. Business Process Management Journal 15, no. 3:669–686.
  • Kumar, M., J. Antony, and M. K. Tiwari. 2011. Six Sigma implementation framework for SMEs: A roadmap to manage and sustain the change. International Journal of Production Research 49, no. 18: 5449–5467.
  • Kwak, Y. H., and F. T. Anbari. 2006. Benefits, obstacles and future of Six Sigma approach. Technovation 26:708–15.
  • Latham, G. P., and E. A. Locke. 2007. New developments in and directions for goal-setting research. European Psychologist 12, no. 4:290–300.
  • Lee, K-C., and B. Choi. 2006. Six Sigma management activities and their influence on corporate competitiveness. Total Quality Management & Business Excellence 17, no. 7:893–911.
  • Linderman, K., R. Schroeder, S. Zaheer, and A. Choo. 2003. Six Sigma: A goal-theoretic perspective. Journal of Operations Management 21:193–203.
  • Linderman, K., R. Schroeder, and A. Choo. 2006. Six Sigma: The role of goals in improvement teams. Journal of Operations Management 24:779–90.
  • Linderman, K., R. G. Schroeder, and J. Sanders. 2010. A knowledge framework under-lying process management. Decision Sciences 41, no. 4:689–719.
  • Lloréns-Montes, F. J., and L. M. Molina. 2006. Six Sigma and management theory: Processes, content and effectiveness. Total Quality Management and Business Excellence 17, no. 4:193–203.
  • Locke, E. A., and G. P. Latham. 1990. A theory of goal setting and task performance. Englewood Cliffs, NJ: Prentice Hall.
  • Locke, E. A., and G. P. Latham. 2002. Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist 57:705–717.
  • Malik, A., and S. Blumenfeld. 2012. Six Sigma, quality management systems and the development of organizational learning capability. The International Journal of Quality & Reliability Management 29, no. 1:71–91.
  • Manville, G., R. Greatbanks, R. Krishnasamy, and D. W. Parker. 2012. Critical success factors for lean Six Sigma programmes: A view from middle management. The International Journal of Quality & Reliability Management 29, no. 1:7–20.
  • McAdam, R., and A. Evans. 2004. The organizational contextual factors affecting the implementation of Six Sigma in a high technology mas-manufacturing environment. International Journal of Six Sigma and Competitive Advantage 1, no. 1:29–43.
  • McAdam, R., and B. Lafferty. 2004. A multilevel case study critique of Six Sigma: Statistical control or strategic change? International Journal of Operations & Production Management 24, no. 5:530–49.
  • McAdam, R., S. A. Hazlett, and J. Henderson. 2005. A critical review of Six Sigma: Exploring the dichotemies. The International Journal of Organizational Analysis 13, no. 2:151–174.
  • Motwani, J., A. Kumar, and J. Antony. 2004. A business process change framework for examining the implementation of Six Sigma: A case study of Dow Chemicals. The TQM Magazine 16, no. 4:273–83.
  • Nair, A., M. K. Malhotra, and S. L. Ahire. 2011. Toward a theory of managing context in Six Sigma process-improvement projects: An action research investigation. Journal of Operations Management 29:529–548.
  • Nelson, R. R., and S. G. Winter. 1982. An evolutionary theory of economic change. Cambridge, MA: Harvard University Press.
  • Nonaka, I., and H. Takeuchi. 1995. The knowledge-creating company: How Japanese companies create the dynamics of innovation. New York: Oxford University Press.
  • Nonthaleerak, P., and L. Hendry. 2006. Six Sigma: Literature review and key future research areas. International Journal of Six Sigma and Competitive Advantage 2, no. 2:105–161.
  • Nonthaleerak, P., and L. Hendry. 2008. Exploring the Six Sigma phenomenon using multiple case study evidence. International Journal of Operations and Production Management 28, no. 3:279–303.
  • Parast, M. M. 2011. The effect of Six Sigma projects on innovation and firm performance. International Journal of Project Management 29, no. 1:45–55.
  • Pawson, R., and N. Tilley. 1997. Realistic evaluation. London: Sage.
  • Petticrew, M., and H. Roberts. 2006. Systematic reviews in the social sciences: A practical guide. Malden, MA: Blackwell Publishing.
  • Podsakoff, P. M., S. B. MacKenzie, D. G. Bacharach, and N. P. Podsakoff. 2005. The influence of management journals in the 1980s and 1990s. Strategic Management Journal 26:473–488.
  • Pulakanam, V. 2012. Costs and savings of Six Sigma programs: An empirical study. Quality Management Journal 19, no. 4:39–54.
  • Rajamanoharan, I. D., and P. Collier. 2006. Six Sigma implementation, organizational change and the impact on performance measurement systems. International Journal of Six Sigma and Competitive Advantage 2, no.1:48–68.
  • Reed, R., D. Lemak, and J. C. Montgomery. 1996. Beyond process: TQM content and firm performance. The Academy of Management Review 1:173–202.
  • Rockart, J. 1979. Chief executives define their own data needs. Harvard Business Review 57, no. 2:238–241.
  • Sarin, S., and C. McDermott. 2003. The effect of team leader characteristics on learning, knowledge application and performance of cross-functional new product development team. Decision Science 34, no. 4:707–739.
  • Savolainen, T., and A. Haikonen. 2007. Dynamics of organizational learning and continuous improvement in six sigma implementation. The TQM Magazine 19, no. 1:6–17.
  • Schön, K., B. Bjarne, and B. Klefsjö. 2010. The consequences of Six Sigma on job satisfaction: A study at three companies in Sweden. International Journal of Lean Six Sigma 1, no. 2: 99–118.
  • Schön, K. 2006. Implementing Six Sigma in a non-American culture. International Journal of Six Sigma and Competitive Advantage 2, no. 4: 404–428.
  • Schroeder, R. G., K. Linderman, C. Liedtke, and A. S. Choo. 2008. Six Sigma: Definition and underlying theory. Journal of Operations Management 26:536–554.
  • Seijts, G. H., and G. P. Latham. 2005. Learning versus performance goals: When should each be used? Academy of Management Executive 19, no. 1:124–131.
  • Shafer, S. M., and S. B. Moeller. 2012. The effects of Six Sigma on corporate performance: An empirical investigation. Journal of Operations Management 30, no. 7&8:521–532.
  • Shah, R., A. Chandrasekaran, and K. Linderman. 2008. In pursuit of implementation patterns: The context of lean and Six Sigma. International Journal of Production Research 46, no. 23: 6679–6699.
  • Shenhar, A. J., A. Tishler, D. Dvir, S. Lipovetsky, and T. Lechler. 2002. Refining the search for project success factors: A multivariate, typological approach. R&D Management 32, no. 2:111–126.
  • Shenhar, A. J. 2001. One size does not fit all projects: Exploring classical contingency domains. Management Science 47, no. 3:394–414.
  • Snee, R. D., and R. G. Hoerl. 2003. Leading Six Sigma: A step-by-step guide based on experience with GE and other Six Sigma companies. Upper Saddle River, NJ: Prentice Hall.
  • Snee, R. D. 2004. Six Sigma: The evolution of 100 years of business improvement methodology. International Journal of Six Sigma and Competitive Advantage 1, no. 1:4–20.
  • Sony, M., and S. Naik. 2012. Six Sigma, Organizational learning and innovation: An integration and empirical examination. International Journal of Quality & Reliability Management 29, no. 8:915–936.
  • Sousa, R., and C. A. Voss. 2002. Quality management re-visited: A reflective review and agenda for future research. Journal of Operations Management 20:91–109.
  • Swink, M., and B. W. Jacobs. 2012. Six Sigma adoption: Operating performance impacts and contextual drivers of success. Journal of Operations Management 30, no. 6:437–453.
  • Szeto, A.Y. T., and A. H. C. Tsang. 2005. Antecedents to successful implementation of Six Sigma. International Journal of Six Sigma and Competitive Advantage 1, no. 3: 307–322.
  • Teece, D. J. 2000. Managing intellectual capital: Organizational, strategic, and policy dimensions. Oxford, UK: Oxford University Press.
  • Thawani, S. 2004. Six Sigma—strategy for organizational excellence. Total Quality Management and Business Excellence 15, no. 5/6: 655–64.
  • Thomas, A., R. Barton, and C. Chuke-Okafor. 2009. Applying Lean Six Sigma in a small engineering company: A model for change. Journal of manufacturing Technology Management 20, no. 1:113–129.
  • Timans, W., J. Antony, K. Ahaus, and R. van Solingen. 2012. Implementation of Lean Six Sigma in small and medium sized manufacturing enterprises in the Netherlands. Journal of the Operational Research Society 63:339–353.
  • Tranfield, D., D. Denyer, and P. Smart. 2003. Toward a methodology for developing evidence-informed management knowledge by means of systematic review. British Journal of Management 14:207–222.
  • van Iwaarden, J., T. van der Wiele, B. Dale, R. Williams, and B. Bertsch. 2008. The Six Sigma improvement approach: A transnational comparison. International Journal of Production Research 46, no. 23:6739–6758.
  • Venkatraman, N., and V. Ramanujam. 1986. Measurement of business performance in strategy research: A comparison of approaches. Academy of Management Review 11, no. 4:801–814.
  • Vera, D., and M. Crossan. 2004. Strategic leadership and organizational learning. The Academy of Management Review 29, no. 2:222–240.
  • Voss, A. 2005. Paradigms of manufacturing strategy revisited. International Journal of Operations and Production Management 25, no. 12:1223–1227.
  • Wiklund, H., and P. Wiklund. 2002. Widening the Six Sigma concept: An approach to improve organizational learning. Total Quality Management and Business Excellence 13, no. 2:233–239.
  • Weick, K. E. 1979. Social psychology of organizing, second edition. Reading, MA: Addition-Wesley.
  • Wu, C., and C. Lin. 2009. Case study of knowledge creation facilitated by Six Sigma. International Journal of Quality and Reliability Management 26, no. 9:911–932.
  • Wu, K., L. Yang, and I. Chiang. 2012. Leadership and Six Sigma project success: The role of member cohesiveness and resource management. Production Planning & Control 23, no. 9:707–717.
  • Zahra, S., and G. George. 2002. Absorptive capacity: A review, reconceptualization, and extension. Academy of Management Review 22, no. 2:185–203.
  • Zairi, M. 2002. Six Sigma: Another imitation or a blessed addition for better management. TQM Magazine 14: 273–275.
  • Zhang, W., A. W. Hill, and G. H. Gilbreath. 2011. A research agenda for Six Sigma research. Quality Management Journal 18, no. 1:39–53.
  • Zollo, M., and S. G. Winter. 2002. Deliberate learning and the evolution of dynamic capabilities. Organization Science 13, no. 3:339–351.
  • Zu, X., and L. D. Fredendall. 2009. Enhancing Six Sigma implementation through human resource management. Quality Management Journal 16, no. 4:41–54.
  • Zu, X., L. D. Fredendall, and T. J. Douglas. 2008. The evolving theory of quality management: The role of Six Sigma. Journal of Operations Management 26:630–650.
  • Zu, X., T. L. Robbins, and L. D. Fredendall. 2009. Mapping the critical links between organizational culture and TQM/Six Sigma practices. International Journal of Production Economics 123, no. 1:86–106.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.