Corporate social responsibility strategies using the TQM

Lean thinking and strategy deployment: adapting Hoshin Kanri and A3-based project prioritization in police services

Purpose

This paper aims to propose a methodology to support public managers' adaptation of the Hoshin Kanri (HK) strategy deployment approach in the context of lean thinking (LT), considering strategic alignment and consensus reaching when prioritizing a vital few of the organization's continuous improvement (CI) projects.

Design/methodology/approach

The methodology incorporates the A3 problem-solving report into the HK approach to identify and outline CI projects. The priority and deployment of the projects are weighted by a composite score for impact and innovation using the Delphi method. The proposed methodology was applied in one Norwegian police district as part of action research.

Findings

The obtained results indicate that the proposed methodology provides an intuitive and systematic approach to weigh the importance and ensure alignment of CI projects with the organization's strategy and goals. Consequently, this minimizes the possibility of strategy deployment priorities being weighted by decision bias and siloed decision-making.

Originality/value

The literature on strategy deployment in the context of LT in police services is significantly limited and this study aids in fixing this gap. The adapted HK approach can support the implementation of LT as an integral part of a comprehensive strategic management system, thereby enabling knowledge sharing and exploration of the extendibility of implemented best practices and improvement ideas to problems arising across the organization.

Hoshin Kanri Process: A Review and Bibliometric Analysis on the Connection of Theory and Practice

The review assesses the Hoshin Kanri process from the point of view of theory and practice implementations in different organizations. There are several adaptations of Hoshin Kanri and a wide range of tools used in each organization. This review aims to determine which and how companies have implemented the afore-mentioned methodology into their strategic management. The PRISMA statement was the framework for the present research. The structure for this study was obtained through a review of articles from two of the most important databases (Scopus and Web of Science). The review focuses on three parts: the theoretical basis of the methodology, a bibliometric overview of the selected articles, and practical insight into the implementation of Hoshin Kanri within the case-study organizations. Since the study’s purpose is to determine not only the companies where Hoshin Kanri was implemented but also the reasons and results of those implementations, therefore, 26 journal articles covering detailed implementations were selected.

Scale development and validation of total quality and socially responsible management (TQSR-M) framework: dual competitive strategy for management

Purpose

This study aims to develop a valid and reliable scale for measuring an integrated total quality and socially responsible management (TQSR-M) model, which affects business excellence.

Design/methodology/approach

Data were collected through a questionnaire in two phases (first for scale development and second for scale validation purpose) from managers employed in Pakistan Stock Exchange (PSX) listed companies. The structural equation modeling technique (SEM) was used to develop and validate the measurement and structural model.

Findings

This study confirmed the empirical validation of the eight distinct dimensions (top management, strategic planning management, human resource management, supplier management, customer management, social/community management and environmental management) of TQSR-M. Moreover, the validation of the TQSR-M model is further confirmed by testing the relationship between TQSR-M and the hypothetically associated business performance variables through SEM.

Research limitations/implications

The measurement scale helps companies assess the TQSR-M model related to business excellence. It assists managers in identifying the factors for implementing total quality management (TQM) and corporate social responsibility (CSR) practices in their organization for developing TQM and CSR plans, policies and strategies.

Social implications

This study confirmed that combined TQM-CSR approaches are potential sources of achieving business excellence, sustainable competitive advantages and improving the quality of life of the workforce, local communities and the environment in particular and even of society in general.

Originality/value

Despite such studies exploring the association between TQM and CSR, it remains unclear how the integration of both the concepts develops. Academics and managers lack a tool to measure TQM-CSR together. Therefore, this study integrates both distinct areas of TQM and CSR into a single comprehensive model by developing a measurement scale.

Increasing the Efficiency of Enterprises in Tourism Sector Using Innovative Management Methods and Tools

The paper deals with the issue of increasing the efficiency of business management using modern management methods and tools in tourism enterprises. The basis of the paper form hypotheses focused on the use of the concept of Balanced Scorecard, controlling, benchmarking, and talent management within the tourism enterprises. Based on the p-value (0.576) in the case of first hypothesis, we can confirm that there is no statistically significant relationship between the openness of hotels to change, innovation, and the willingness to introduce controlling into management. The p-value (0.004) achieved in the case of the second hypothesis confirmed a statistically significant relationship between the hotel classification category and the use of the modern methods in plan design. In the third hypothesis, we examined whether hotels focusing on the sales maximization tend to use their capital for modernization. Based on the validity of the inequality p-value (0.080), we confirm that there is no statistically significant relationship between the pricing approach and the use of capital. Searching strategic tool in management of a business in tourism is still an actual issue. Businesses are especially managed by financial indicators, but modern methods show the growing significance of non-financial indicators.

Industry 4.0, quality management and TQM world. A systematic literature review and a proposed agenda for further research

Purpose

The main purpose of this paper is to analyse the current literature situation in terms of relationships between Industry 4.0 and quality management and TQM. The author wanted to understand what topics and issues can be considered the most relevant referring to the so-called Quality 4.0, what the literature is missing opening avenues for further research.

Design/methodology/approach

This research employed a systematic literature review. In total, 75 papers from different sources were reviewed using specific inclusion and exclusion criteria.

Findings

Four categories of topics emerged, namely: creating value within the company through quality (big) data, analytics and artificial intelligence; developing Quality 4.0 skills and culture for quality people; customer value co-creation; cyber–physical systems and ERP for quality assurance and control. This paper also tried to understand if there is a definition of Quality 4.0 based on determined methods.

Research limitations/implications

Systematic literature review could have introduced some limitations in terms of the number and reliability of reviewed papers. Probably some interesting papers had been not intentionally missed.

Practical implications

Consultants and managers in developing and implementing their own Quality 4.0 models could use many practical and discussed implications concerning I4.0 technologies and quality management.

Originality/value

This is one of the first papers which employed the systematic literature review for researching Industry 4.0, quality management and TQM relationships.

Measuring the impact of soft and hard total quality management factors on customer behavior based on the role of innovation and continuous improvement

Purpose

Total quality management (TQM) is a part of the total quality assurance perspective. This system, which is considered as a type of managerial philosophy, employs all organizational levels to constantly ameliorate the quality of goods and service. The purpose of this paper is to measure the effect of hard and soft TQM factors on the behavior of customers based on the role of innovation and continuous improvement.

Design/methodology/approach

The research model was extracted from TQM variables in hard and soft parts, customer behavior, innovation and continuous improvement by reviewing the literature and research background. Based on this, a questionnaire was prepared and then, distributed among the statistical population including 374 project managers, quality assurance managers as well as quality control managers by using simple random sampling. All sub-criteria of questionnaire were determined using Delphi technique, to test the research model. Having gathered the questionnaire, the hypotheses were analyzed by using structural equation modeling and AMOS software.

Findings

According to the statistical analyses, TQM has a significant effect on customer behavior through continuous improvement of the quality and innovation. Also, regarding the obtained results, the highest effect was related to the effect of hard TQM factors on customer behavior through innovation as 0.62. Furtheremore, TQM soft factors such as human resource management have significant effect on customer behavior through quality improvement and innovation. Moreover, TQM hard factors are effective on customer behavior through quality improvement and innovation.

Research limitations/implications

The questionnaire was designed and distributed in order to evaluate the hypotheses in this study. One of the primary rationales behind utilizing this method instead of other methods such as interview was high geographical distribution of organizations. Using other moderator variables such as knowledge management, customer knowledge management and customer emotions can be conducted in the future in this area.

Practical implications

Changing the organizational relationships from task orientation to the process orientation, and controlling the organizational performance by measuring process innovations and improvements, while paying attention to the customer satisfaction system are suggested in this paper. These implications should be implemented in construction projects by department of project management office. Furtheremore, providing different communication for receiving the opinions of the customer and imposing them in the product and service, paying attention to the response system and customer complaint, implementation of this process in the organization, and having a process approach for presenting and developing services are the main subjects in this regard.

Originality/value

Unlike previous studies on this subject, a structural equation model is used for assessing unobservable latent constructs and their related interrelationship in measuring the impact of TQM factors. Focusing on customer behavior which is a broader domain than customer satisfation through continuous improvement of the quality and innovation is another value of this research.

Hoshin Kanri and A3: a proposal for integrating variability into the policy deployment process

Purpose

The purpose of this paper is to propose a methodology to support the Hoshin Kanri (HK) process taking into account the variance of senior managers’ perspective regarding the relationships among objectives, key performance indicators and continuous improvement (CI) projects.

Design/methodology/approach

A four-step methodology incorporates the A3 report into the HK, whose deployment was weighted by the variability among managers’ perception about the importance of each decision. This methodology was applied in a market-leader Mexican auto parts manufacturing company that is undergoing a Lean Manufacturing (LM) implementation.

Findings

The results indicate that the proposed methodology provides an easier approach to consolidate different perspectives and weight the importance of CI projects. Moreover, it minimizes the possibility of managerial conflicts or the influence of a determined senior manager on others’ opinions during the deployment and prioritization.

Practical implications

This work may be of great interest to managers, consultants and professionals who deal with the implementation of LM and wish to prioritize the importance of CI projects within the perspective of HK.

Originality/value

HK provides a systematic approach to integrate strategic management with daily routine management through an adequate deployment of organizational policies to all levels. However, companies usually struggle with several issues such as the style of senior managers and consensus establishment among different opinions, which emphasizes the relevance of the proposed methodology in this study.

Managing CSR communication

Purpose

The purpose of this paper is to analyse how service and product-based industries communicate their efforts in corporate social responsibility (CSR) as legitimacy-seeking strategies. The service companies are thus compared to product companies in their use of different rhetorical strategies and associated legitimacy approaches on their corporate websites.

Design/methodology/approach

A thematic content analysis of the websites of companies belonging to the Dow Jones Sustainability World Index was conducted, to identify different rhetorical strategies (institutional, political and strategic), each associated with modes companies use to gain legitimacy (cognitive, moral and pragmatic).

Findings

The study shows that service and product companies differ in terms of how they symbolically manage legitimacy. Service companies are less active in communicating CSR in two out of three of the identified rhetorical strategies. Other differences are observable at an industry level.

Practical implications

The study provides an in-depth understanding of legitimacy approaches elicited by online CSR communication. Managers of service companies can benefit from suggestions on how to use CSR content to sustain specific legitimacy strategies.

Originality/value

This study represents a starting point in connecting the ongoing debate on legitimacy theory with different rhetorical CSR approaches. It demonstrates that the seeking of legitimacy is to some extent restrained within the service industry.

Practicing Lean strategy: Hoshin Kanri and X-Matrix in a healthcare-centered simulation

Purpose

This paper builds on the debate regarding the application of Lean strategy principles and tools in modern organizations, specifically focusing on the healthcare (HC) sector. The purpose of this paper is threefold: first, to highlight the potential role played by Lean strategy tools for strategic planning and management, particularly in reference to the Hoshin Kanri policy deployment system and the “focus, alignment, integration, and review” (FAIR) method; second, to discuss how Lean strategy can be operationalized, specifically relying on the X-Matrix reporting tool; and third, to explore how simulation techniques, in the form of role-playing (RP), may support the aforementioned operationalization of Lean strategy while at the same time promoting policymaking and knowledge sharing.

Design/methodology/approach

This research adopts a case study approach. Specifically, the paper relies on the use of a RP Lean strategy project developed in a HC setting.

Findings

The paper highlights the potential for the Hoshin Kanri policy deployment process in HC, also emphasizing the main strengths of X-Matrix reporting and the usefulness of the RP technique to support learning acquisition and decision making.

Practical implications

The paper demonstrates how a Lean strategy simulation project may be effectively used for strategic planning/management and to train professionals in HC. To achieve these aims, a methodology to design and implement simulation-based Lean strategy projects in HC is presented and discussed.

Originality/value

A review of the academic literature indicates that Lean strategy is still an emerging research topic addressed by only a limited number of articles. The paper contributes to a deeper understanding of the fundamentals of Lean strategy (particularly Hoshin Kanri and X-Matrix) with particular reference to the HC sector.