Six sigma in action: Overcoming barriers to organizational change

Abstract

Purpose

The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the papers in context.

Findings

The paper finds that organizational learning and continuous improvement (CI) are both linked to organizational change, which is currently one of the most widely discussed organizational phenomena. The implementation of organizational change – the practices of CI – requires supportive structures of organizational learning. However, it is not well‐known how organizational learning and continuous improvement work dynamically and mutually.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The paper saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2008), "Six sigma in action: Overcoming barriers to organizational change", Development and Learning in Organizations, Vol. 22 No. 1, pp. 32-35. https://doi.org/10.1108/14777280810840111