A process causality approach given a strategic frame

Journal of Modelling in Management

Volumn 2, Issue 1, 2007, Pages 40-55

  Dror, Shuki ^a  

^a ORT BRAUDE COLLEGE   (Israel)

Author keywords

Data analysis; Operations management; Performance measures

Indexed keywords

EID: 84896402739     PISSN: 17465664     EISSN: 17465672     Source Type: Journal    
DOI: 10.1108/17465660710733040     Document Type: Article

References (32)

1. Ahire, S.L. and Dreyfus, P. (2000), “The impact of design management and process management on quality”, Journal of Operations Management, Vol. 18 No. 5, pp. 549-75.
2. Anderson, R.D., Jerman, R.E. and Crum, M.R. (1998), “Quality management influences on logistics performance”, Transportation Research Part E, Vol. 34 No. 2, pp. 137-48.
3. Barad, M. (1997), “Total quality management”, in Warner, M. (Ed.), The Concise International Encyclopedia of Business and Management, Thomson Business Press, London, pp. 693-711.
4. Barad, M. (1998), “Flexibility performance measurement systems – a framework for design”, in Neely, A.D. and Waggoner, D.B. (Eds), Performance Measurement – Theory and Practice, Centre for Business Performance, Cambridge, pp. 78-85.
5. Baumard, P. (1998), Puzzled Organizations, Sage, London.
6. Black, S.A. and Porter, L.J. (1996), “Identification of the critical factors of TQM”, Decision Sciences Journal, Vol. 27 No. 1, pp. 1-21.
7. Das, A. and Narasimhan, R. (2001), “Process technology fit and its implications for manufacturing performance”, Journal of Operations Management, Vol. 19 No. 5, pp. 521-40.
8. Dorroh, J.R., Gullege, T.R. and Womer, N.K. (1994), “Investment in knowledge: a generalization of learning by experience”, Management Science, Vol. 40 No. 8, pp. 947-58.
9. Dror, S. and Barad, M. (2006), “Enhancing control charts to validate strategy maps”, Quality Technology & Quantitative Management, Vol. 3 No. 4, pp. 529-41.
10. Fayyad, U., Piatetsky-Shapiro, G. and Smyth, P. (1996), “From data mining to knowledge discovery in databases”, AI Magazine, Vol. 17 No. 3, pp. 37-54.
11. Flynn, B.B., Schroeder, R.G. and Sakakibara, S. (1994), “A framework for quality management research and an associated measurement instrument”, Journal of Operations Management, Vol. 11 No. 4, pp. 339-66.
12. Fynes, B. and Voss, C. (2001), “A path analytic model of quality practices, quality performance and business performance”, Production and Operations Management, Vol. 10 No. 4, pp. 494-513.
13. Garvin, D.A. (1998), “The process of organization and management”, Sloan Management Review, Vol. 39 No. 4, pp. 33-50.
14. Handfield, R.B., Gosh, S. and Fawcett, S. (1998), “Quality driven change and its effects on financial performances”, Quality Management Journal, Vol. 5 No. 3, pp. 13-30.
15. Huber, G.P. (1991), “Organizational learning: the contributing processes and the literatures”, Organization Science, Vol. 2 No. 1, pp. 88-115.
16. Hudson, M., Smart, A. and Bourne, M. (2001), “Theory and practice in SME performance measurement systems”, International Journal of Operations & Production Management, Vol. 21 No. 8, pp. 1096-115.
17. Jordan, W.C. and Graves, S.C. (1995), “Benefits of manufacturing process flexibility”, Management Science, Vol. 41 No. 4, pp. 577-94.
18. Kaplan, R.S. and Norton, D.P. (1992), “The balance scorecard as a strategic management system”, Harvard Business Review, January-February, pp. 61-6.
19. Kaplan, R.S. and Norton, D.P. (1996), “Linking the balance scorecard to strategy”, California Management Review, Vol. 39 No. 1, pp. 53-79.
20. Kaplan, R.S. and Norton, D.P. (2001), “Transforming the balanced scorecard from performance measurement to strategic management: Part I”, Accounting Horizons, Vol. 15 No. 1, pp. 87-103.
21. Kaplan, R.S. and Norton, D.P. (2004), Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Harvard Business School Press, Boston, MA.
22. Malcolm Baldrige National Quality Award (2006), Criteria for Performance Excellence, NIST, Department of Commerce, Washington, DC.
23. Montgomery, D.C. (2004), Introduction to Statistical Quality Control, 5th ed., Wiley, New York, NY.
24. Neely, A.D., Gregory, M. and Platts, K. (1995), “Performance measurement system design: a literature review and research agenda”, International Journal of Operations & Production Management, Vol. 15 No. 4, pp. 80-116.
25. Nørrekit, H. (2000), “The balance on the balance scorecard – a critical analysis of some of its assumptions”, Management Accounting Research, Vol. 11 No. 1, pp. 65-88.
26. Olhager, J. and West, B.M. (2002), “The house of flexibility: using the QFD approach to deploy manufacturing flexibility”, International Journal of Operations & Production Management, Vol. 22 No. 1, pp. 50-79.
27. Samson, D. and Terziovski, M. (1999), “The relationship between total quality management practices and operational performance”, Journal of Operations Management, Vol. 17 No. 4, pp. 393-409.
28. Saraph, J.V., Benson, P.G. and Schroeder, R. (1989), “An instrument for measuring the critical factors for quality management”, Decision Sciences Journal, Vol. 20 No. 4, pp. 810-29.
29. Slack, N. (1990), “Flexibility as managers see it”, in Warner, M., Wobbe, W. and Brodner, P. (Eds), New Technology and Manufacturing Management, Wiley, New York, NY, pp. 33-48.
30. Thomas, J.B., Sussman, S.W. and Henderson, J.C. (2001), “Understanding strategic learning: linking organizational learning, knowledge management and sensemaking”, Organization Science, Vol. 12 No. 3, pp. 331-45.
31. Wilson, D. and Collier, D.A. (2000), “An empirical investigation of the Malcolm Baldrige National Quality Award causal model”, Decision Sciences Journal, Vol. 31 No. 2, pp. 361-90.
32. D'Souza, D.E. and Williams, F.P. (2000), “Toward a taxonomy of manufacturing flexibility dimensions”, Journal of Operations Management, Vol. 18 No. 5, pp. 577-93.