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dc.contributor.authorFannon, S.R.
dc.contributor.authorMunive-Hernandez, J. Eduardo
dc.contributor.authorCampean, I. Felician
dc.date.accessioned2021-12-10T15:17:20Z
dc.date.accessioned2021-12-22T14:45:39Z
dc.date.available2021-12-10T15:17:20Z
dc.date.available2021-12-22T14:45:39Z
dc.date.issued2022-01-18
dc.identifier.citationFannon SR, Munive-Hernandez JE and Campean IF (2022) Mastering continuous improvement (CI): the roles and competences of mid-level management and their impact on the organisation’s CI capability. TQM Journal. 34(1).en_US
dc.identifier.urihttp://hdl.handle.net/10454/18708
dc.descriptionYesen_US
dc.description.abstractPurpose – This paper establishes a comprehensive basis for understanding the roles and competences of midlevel management and their influence on the effectiveness of continuous improvement (CI) capability within an organisation. Design/methodology/approach – This research builds upon the hypothesis that methods alone do not lead to successful CI capability development. It focuses on the role of mid-level management in driving a CI environment that underpins the effectiveness of CI capability. A reference model for the CI environment is synthesised based on critical literature review, integrating CI culture, CI enablers and CI leadership elements.A comprehensive framework is introduced to define CI leadership roles and competence indicators. A quantitative benchmarking study involving structured interviews with 15 UK organisations was undertaken to collect evidence for a causal relationship between CI leadership competences and CI capability. Findings – Analysis of the benchmarking data provides clear evidence of the causal relationship between the CI leadership competences of mid-level management and CI capability of the organisation. Given that the empirical study was structured on the basis of the CI leadership roles and competences framework introduced in this paper, this also provides validation for the proposed framework and the CI environment model. Practical implications – The evidence-based knowledge of the positive relationship between the midmanagement CI leadership competences and the effectiveness of the CI capability informs strategic organisational development interventions towards enhancing CI capability and effectiveness, ultimately underpinning productivity enhancement and sustainability. The framework for mid-level management CI leadership roles, responsibilities and competences introduced in this paper and grounded in underpinning work undertaken within a large automotive Original Equipment Manufacturer (OEM), can be adapted by any organisation. The CI environment reference model should provide a comprehensive support for strategists to communicate the framework for CI capability improvement within an organisation, to enhance acceptability and adherence to improvement actions. Originality/value – This research proves for the first time the significance of the causal relationship between the CI leadership competences and the effectiveness of the CI capability within an organisation, thus filling an important gap between established previous work, focussing on the role of mid-level management on one side and practitioner and team level roles, methodologies and tools. The proposed CI environment model is a theoretical contribution with reference value for both practice and further studies. The comprehensive framework for mid-level management CI leadership roles, responsibilities and competences introduced in this paper provides sound foundation to deliver CI leadership in the workplace.en_US
dc.description.sponsorshipJaguar Land Rover Ltden_US
dc.language.isoenen_US
dc.relation.isreferencedbyhttps://doi.org/10.1108/TQM-03-2021-0083en_US
dc.rights(c) 2022 Emerald Publishing. Full-text reproduced in accordance with the publisher's self-archiving policy.en_US
dc.subjectContinuous improvementen_US
dc.subjectLeadershipen_US
dc.subjectCompetencesen_US
dc.subjectOrganisational learningen_US
dc.titleMastering continuous improvement (CI): the roles and competences of mid-level management and their impact on the organisation’s CI capabilityen_US
dc.status.refereedYesen_US
dc.date.Accepted2021-10-18
dc.date.application2021-11-17
dc.typeArticleen_US
dc.type.versionAccepted manuscripten_US
dc.date.updated2021-12-10T15:17:34Z
refterms.dateFOA2021-12-22T14:46:09Z
dc.openaccess.statusGreenen_US


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