A substantive theory on the implementation process of operational performance improvement methods R U Q1 A T TQ2 b 0 w “ p a s © P KQ3 R N e f s e d a S 0 b 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 1[.]
Trang 1Revista de Administração
http://rausp.usp.br/ Revista de Administração xxx (2016) xxx–xxx
Uma teoria substantiva sobre o processo de implementa¸cão de sistemas de melhoria de desempenho
operacional Una teoría sustantiva sobre el proceso de implementación de sistemas de mejora del desempe˜no
operativo
Darlan José Romana,∗, Marilei Osinskib, Rolf Hermann Erdmannb
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aUniversidade do Oeste de Santa Catarina, Chapecó, SC, Brazil
bUniversidade Federal de Santa Catarina, Florianópolis, SC, Brazil
Received 17 September 2015; accepted 23 August 2016 Scientific Editor: Wesley Mendes-Da-Silva
Abstract
Thisstudyaimedtopresenttheoreticalcategoriesonthephenomenonoftheimplementationofperformanceimprovementmethodsinorganizations ThemethodusedwasGroundedTheory,followingtheprocedurespresentedbyStraussandCorbin(2008).Inthisway,thestudywasconducted
Q2
basedontheprinciplesoftheoreticalsampling,andthedatacollectionandanalysiswereconductedinalternatesequences,anditwascomposedby
05(five)samplegroups.Thetheoreticalsamplewascomposedof26(twenty-six)interviewsconductedin12(twelve)companies.Theparticipants weremanagerswhohavehadexperiencewithimplementationofassessmentandperformanceimprovementmethods.Thus,thesubstantivetheory
“Aphaseof changeandlearning”wasbuilt up.Itconsistedof09 (nine)categories besidesthe corecategory.Accordingtothe results,the phenomenonofimplementationofperformanceimprovementmethodsisunderstoodasaphaseofchangeandlearningthatinvolvesbehavioral andstructuralaspectsoftheorganization.Itisconcludedthattheseaspectsshouldbeconsideredfromasystemicperspective,inordertointegrate structure,technologies,behaviorsandprocessesthatarepartofthephenomenonofimplementation
©2016DepartamentodeAdministrac¸˜ao,FaculdadedeEconomia,Administrac¸˜aoeContabilidadedaUniversidadedeS˜aoPaulo–FEA/USP PublishedbyElsevierEditoraLtda.ThisisanopenaccessarticleundertheCCBYlicense(http://creativecommons.org/licenses/by/4.0/)
Keywords:Implementation; Performance improvement;Grounded Theory
Q3
Resumo
Nesteestudo,teve-secomoobjetivoapresentarcategoriasteóricassobreofenômenodaimplementac¸ãodesistemasdemelhoriadedesempenho
emorganizac¸ões.OmétodoutilizadofoiaGrounded Theory,seguindoosprocedimentosapresentadosporStraussandCorbin(2008).Desta forma,apesquisafoiconduzidabaseadanosprincípiosdaamostragemteórica,sendoqueacoletaeanálise dosdados foramrealizadasem sequênciasalternadas,ecompreenderam05(cinco)gruposamostrais.Aamostrateóricafoicompostapor26(vinteeseis)entrevistas,realizadas
em12(doze)empresas.Osparticipantesforamgestoresquejátiveramexperiênciacomimplementac¸õesdesistemasdeavaliac¸ãoemelhoria
dedesempenho.Destaforma,construiu-seateoriasubstantiva“Umafasedemudanc¸aeaprendizado”.Estaseconstituide09(nove)categorias, alémdacategoriacentral.Deacordocomosresultadosentende-seofenômenodaimplementac¸ãodesistemasdemelhoriasdedesempenhocomo
∗Correspondingauthorat:RuaNereuRamos,3777D,CEP89813-000Chapecó,SC,Brazil.
E-mail:darlan.roman@unoesc.edu.br (D.J Roman).
Peer Review under the responsibility of Departamento de Administrac¸ão, Faculdade de Economia, Administrac¸ão e Contabilidade da Universidade de São Paulo – FEA/USP.
http://dx.doi.org/10.1016/j.rausp.2016.12.005
0080-2107/© 2016 Departamento de Administrac¸˜ao, Faculdade de Economia, Administrac¸˜ao e Contabilidade da Universidade de S˜ao Paulo – FEA/USP Published
by Elsevier Editora Ltda This is an open access article under the CC BY license ( http://creativecommons.org/licenses/by/4.0/ ).
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Trang 2umafasedemudanc¸aeaprendizadoqueenvolveaspectoscomportamentaiseestruturaisdaorganizac¸ão.Conclui-sequeestesaspectosdevemser consideradosapartirdeumavisãosistêmica,afimdeintegrarestrutura,tecnologias,comportamentoseprocessosquefazempartedofenômeno
daimplementac¸ão
©2016DepartamentodeAdministrac¸˜ao,FaculdadedeEconomia,Administrac¸˜aoeContabilidadedaUniversidadedeS˜aoPaulo–FEA/USP
PublicadoporElsevierEditoraLtda.Este ´eumartigoOpenAccesssobumalicenc¸aCCBY(http://creativecommons.org/licenses/by/4.0/)
Palavras-chave: Implementac¸ão; Melhoria de desempenho;Grounded Theory
Resumen
Enesteestudio elobjetivoes presentarcategorías teóricassobreelfenómenodelaaplicación desistemasdemejoradedesempe˜noenlas organizaciones.SeutilizaelmétododeGrounded Theory,siguiendolosprocedimientospresentadosporStraussandCorbin(2008);así,elestudio tienecomobaselosprincipiosdelmuestreoteórico.Larecopilaciónyanálisisdelosdatosserealizaronensecuenciasalternasycomprendieron
05(cinco)gruposdemuestras.Lamuestrateóricaconsistióde26(veintiséis)entrevistasrealizadasen12(doce)empresas.Losparticipantes fuerondirectivosqueteníanexperienciaconimplementacióndesistemasdeevaluaciónymejoraderendimiento.Así,fueconstruidalateoría sustantiva“Unafasedecambioyaprendizaje”,queconstade09(nueve)categorías,ademásdelacategoríacentral.Deacuerdoconlosresultados,
seentiendeelfenómenodelaimplementacióndesistemasdemejoradedesempe˜nocomounaetapadecambioyaprendizajequeincluyeaspectos conductualesyestructuralesdelaorganización.Seconcluyequeestosaspectosdebenserconsideradosdesdeunavisiónsistémica,conelfinde integrarestructura,tecnologías,comportamientosyprocesosqueformanpartedelfenómenodelaimplementación
©2016DepartamentodeAdministrac¸˜ao,FaculdadedeEconomia,Administrac¸˜aoeContabilidadedaUniversidadedeS˜aoPaulo–FEA/USP
PublicadoporElsevierEditoraLtda.Esteesunart´ıculoOpenAccessbajolalicenciaCCBY(http://creativecommons.org/licenses/by/4.0/)
Palabras clave: Implementación; Mejora de desempe˜no;Grounded Theory
Introduction
Theorganizationsstartedtofeeltheneedtoresorttomodels
andtoolsinanattempttomeettherealnecessitiesofthecontext
inwhichtheyoperate,seeking,thus,toguaranteetheircontinuity
andassurecompetitiveadvantages.However,itisincreasingly
clearthatasignificantpartofthechangeprogramsinthe
orga-nizationshasdifficultyinoperationalization.Theresultsoffered
bythemodelsdonotalwaysoccur,andtheeffortsmade(time,
structureandmoney)endupbeingwasted
Despitethegreatamountofpublicationsaboutperformance
assessment,thereisstillalackofapproachesregardingthe
prob-lemsanddifficultiesassociatedtotheimplementationofchange,
andthereisevidenceofhighlevelsof failureonthe
applica-tionsoftheperformanceimprovementmethods(Bourne,Neely,
Mills,&Platts,2003;Hashmi,Khan, &Haq,2015;Neely&
Bourne,2000;Scherer &Ribeiro,2013; Trad&Maximiano,
2009;Waal&Counet,2009;Walter&Tubino,2013)
Therefore,inthisresearchitissoughttodiscussthefollowing
question:whatisthemeaningof theimplementationof
orga-nizationalperformanceimprovementmethods,experiencedby
businessmanagers?Basedonthisquestion,itwassoughtto
clar-ifyhowtheorganizationsdealwiththedifficultiesandtheease
duringthephaseofimplementationofoperationalperformance
improvement,whichare the problemsfacedby the
organiza-tionsduringtheimplementationphaseandhowtheinitiatives
maybecomemoreefficientandeffective
In light of the foregoing, the objective of this study is
to present theoretical categories about the phenomenon of
implementation of operational performance improvement in
organizations,basedontherealityexperiencedbybusiness
man-agers.Themodelbuildingtookplacefromtheinvestigationof
realcasesthathadexperienceintheapplicationofoperational
performanceimprovementmethods
Inordertoachievetheobjectives,themethodologyusedin thisworkwasbasedontheGroundedTheoryprinciples.Glaser and Strauss (1967)explain that in the GroundedTheory, the generationofassumptionssubstantiatedindataisawayof get-tingtoanappropriatetheoryforitsallegeduse.Theconcernis relatedtotheconstructionofknowledgefromspecificrealities Theexistingstudiesfocusonthedescriptionofcategoriesand insteadofontheirplanningortheorization.Theydiffer, there-fore,fromtheproposalofthisstudy.AccordingtoStraussand Corbin(2008),thereisadifferencebetweendescription, concep-tualplanningandtheorization.Inaccordancetoaresearch,itwas foundthatthestudiesthatfocusonthethemeofimplementation aredescriptive.FromtheresearchdoneinthedatabasesScielo, SpellandPortaldePeriódicosCapes[CapesJournalsPortal], worksdealingwiththisthemewiththeintentionofconceptual planningor theorygenerationwerenotfound.Anotheraspect differing thisstudy fromthe othersis relatedtothe proposal
ofnotstudyingaparticularmodel,butproposingamore com-prehensiveandabstractresearch.Thus,theuseofthegrounded theoryprovidesthisstudycertainlevelofunprecedentednature, consideringthethemeapproached
Itiscommonfortheperformanceassessmentand measure-mentmodels(TQM,5S,SixSigma,andothers)tobedescribed
inliteratureasperformanceimprovementmethodsor continu-ousimprovementmethods(Attadia&Martins,2003;Frederico
&Martins,2012;Goessler,2009;Gonzalez&Martins,2007; Lima,Carvalho,&Herkenhoff,2010;Silva&Araújo,2006).In thissense,alongthisstudytheuseoftheexpressionperformance methodwillbecommon
After this introduction, the part referring to the literature
is presented, and its focus is on the implementation process
of organizational performanceimprovement methods Subse-quently, the methodological procedures are described After, thereisthepresentationoftheresults,andthetheoreticalmodel
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Trang 3that emerged from the data and the closeness of the results
withthe literature are highlighted At the end, the section is
dedicatedtothefinalconsiderations
The implementation of performance improvement
methods
AccordingtoBeber,Ribeiro,andNeto(2006),“ .itcanbe
noticedthat theenterprisesstill livewithasubstantialfailure
rate.Itisuptotheacademy,asgeneratorofknowledge,to
ded-icatetothischallengeimposedbytheenterprises,understandit
andproposesolutions”1(pp.2–3).Justasimportantas
estab-lishingevaluationsandimprovementplansistoturntheminto
objectivesandfollowtheirimplementation.Duringthe
imple-mentation,itisimportanttopayattentiontopossiblediversions,
understandtheir causesandinteractionsandprioritizeactions
abletokeeptheproposedobjectiveinmind.“Inshort,the
suc-cessoftheimplementationofastrategicobjectiveisassociated
tothemanager’sabilitytomanageitsimplementationbroadly”
(Schmidt,Santos,&Martins,2006,p.13)
Discussingspecificallytheimplementationofthelean
pro-duction,WalterandTubino(2013)concludethat“undoubtedly,
thelackofaclearunderstandingabouttheimplementation
per-formancemaycontributesignificantlytothefailureofthelean
practices”(p.34).Accordingly, Hashmi etal.(2015)provide
resultsontherelationbetweentheimplementationofthelean
manufacturingandtheoperationalperformanceimprovement
Theauthorsevincethattheleanimplementationmaybecomea
complexandlengthyprocess,andtheperformancewillbebetter
astheactionsareimplemented.Attentionisdrawntothe
impor-tanceoftheexistenceofaplanningandascheduleofactionsto
beintegratedtotheroutineoftheorganizations
Inthesameline,butemphasizingthemodelSixSigmaetal
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(2009)understandthat“ .studiesaboutthekeyfactorstoSix
Sigma’ssuccesscouldhelptoanswer thesequestions(onthe
highabandonmentrate),buttheyarerelativelyneworlimited
innumberandfocusofanalysis”(p.649)
WaliandBoujelbene(2011),inturn,explainthatthereisa
relationbetweentheorganizationalcultureandtheeffectiveness
oftheimplementationoftheTQM(TotalQualityManagement)
system.Organizationswithaculturealignedtothechangetend
to get successful implementation that impact directly on the
operationalperformanceimprovement,atfirst,andonthe
finan-cialperformanceinthemedium-term.MadapusiandD’Souza
(2012)analyzedthatthesuccessfulimplementationofanERP
(EnterpriseResourcePlanning)systemmayimprovethe
oper-ationalperformance.Theauthorsverifiedthattherearenotbig
differencesinimplementingisolatedmodulesorthewhole
sys-tem
Hwang, Yang, and Hong (2015) support the existence of
a relation between implementation of an ERP system and
improvementinoperationalperformance.However,theauthors
warnthatthisrelationisconditionedtothewaytheERPis
imple-mented.Onthissubject,factorlikethesizeoftheenterprise,the
1 All translations from Portuguese are ours.
complexityof the productsandtheexistence of implemented systems (5S, Lean,SixSigma)canaffectthe intensity of the performanceimprovement
AccordingtoValentim,Politano,Pereira,andFilho(2014),
in many cases, the ERP system update is necessary and, in thesecases, the difficultiesare similartothe onesfaced dur-ingtheimplementationitself.Amongtheaspectsthatinfluence
inthe update(andinthe implementation)someof them out: changeintheprocesses;topmanagementsupportand commit-ment;involvementofpeople;consulting;andplanning.Senaand Guarnieri(2015),investigatingtheERPimplementationprocess Q5
inthepublicsector,highlightthatthegroupmanagement,the knowledgeaboutinformationtechnologyandtheresistanceto changesarefactorsthatconsiderablyinfluenceintheprocess GomesandNeto’s(2015)studyfocuswasthe implementa-tionofcollaborativemethodsinthemanagementofthesupply chain.Thefollowingfactorsarehighlightedaslimitingfactors forimplementation:topmanagementsupport;communication problems;ill-preparedorinexistentimplementationteams; lit-tle knowledge about the method; lack of alignment with the businessstrategy;inexistentcollaborationculture
InAlbertin’s(1996)study,itcanbehighlightedthattheuse
ofinformationsystemscanbeadifferentialintermsof competi-tivenessincrease.However,theimplementationofthesesystems
isnotasimpleprocess.Theauthorhighlightsseveralaspectsthat mustbeconsideredbeforeandduringtheimplementation: con-textoftheenterprise,culture,topmanagementsupport,planning andadherencetothebusinessstrategy.Theteammanagement and the organizational culture are also highlighted by Dolci, Lunardi,andSalles(2015)intheprocessofimplementinggreen
ITsystems
Deus, Seles,andVieira (2014)workfocus onthe existing barrierstotheimplementationofthesystemISO26000,which dealswiththeaspectsrelatedtothesocialresponsibilityinthe organizations.SomeaspectshampertheimplementationofISO
26000,andtheyarelistedhere:lackofknowledgeorconscious aboutCSR,short-termcultureofthebusinesscommunity,lack
ofknowledgeaboutthesystemISO26000,andinternal com-municationproblemandwiththestakeholders
AccordingtoSchererandRibeiro(2013),therisk manage-ment is essential during the implementation of improvement programs,duetothestructuralandorganizationalchangesthat tendtohappen.InRocha-PintoandDelCarpio’s(2011)words:
“ . the adequacy of the tool to the organizational context, respecting boththe wayhowenterprisesworkandthe imple-mentation pace to each organization, without compromising the finalobjective, representsalesson that canguarantee the implementationsuccess”(p.323)
There are organizational aspects that are characterized
as promoters or inhibitors in an implementation process of improvementmethods.Thus,itisessentialtounderstandwhat thecriticalaspectsareandcreateanenvironmentwith advan-tageousconditionstothechangeprocess(Rocha-PintoandDel Carpio, 2011) In Table 1, aspects that canbe understood as problemsfacedbytheorganizationsduringtheimplementation
ofimprovementmethodsarepresented.Table1wasbuiltfrom theresearchforarticlesinthedatabasesScielo,SpellandPortal
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Trang 4Table 1
Important aspects related to implementation.
Top management
commitment
Time constraints and daily pressure in the workplace result in prioritization of short-term problems solvency, which delay or hinder the development of the program.
Valentim et al (2014) , Scherer and Ribeiro (2013) , Waal and Counet (2009) , Burlim et al (2007), Beber et al (2006) , Prieto et al (2006) , Bourne et al (2002) , Al-Mashari and Zairi (1999) , Albertin (1996) Resistance and lack of
people’s involvement
Lack of motivation, enforcement of things and poor understanding about the model increase the resistance and hamper the process of people’s involvement.
Valentim et al (2014) , Sena and Guarnieri (2015) , Scherer and Ribeiro (2013) , Waal and Counet (2009) , Beber et al (2006) , Al-Mashari and Zairi (1999)
Implementation requires
more time and effort than it
was expected
It ensures that the members of the organization fell discouraged, due to the lack of short-term positive results, resulting in lack of commitment and global abandonment.
Waal and Counet (2009) , Beber et al (2006) , Bourne et al (2002)
External consulting Inexperienced consultants and with poor knowledge about the
company’s activity sector will have difficulties in achieving positive results.
Valentim et al (2014) , Rocha-Pinto and Del Carpio (2011) , Beber et al (2006) , Al-Mashari and Zairi (1999)
Knowledge about Project
management
The implementation process tends to be softer when the organization shows matrix type structure and is familiar with the principles of the project management.
Scherer and Ribeiro (2013) , Rosa and Cauchick Miguel (2012) , Trad and Maximiano (2009)
Improper use of the model Partial applications or exaggerated adaptations of the model are
incompatible with the implementation, according to the principles described in the literature.
Beber et al (2006) , Prieto et al (2006) , Al-Mashari and Zairi (1999)
Centralization The difficulty of power decentralization and of decision-making
make the process more bureaucratic and slow.
Beber et al (2006) , Prieto et al (2006) Lack of integration with other
systems
The new program should not be seen as something isolated from the day-to-day operations The action planning should foresee the integration of the new model with the current methods and the developing ones.
Beber et al (2006) , Bourne et al (2002) , Al-Mashari and Zairi (1999)
Lack of systemic view The implementation must consider the systemic aspects that
rule the organization’s functioning Otherwise, there could be transfer of bottlenecks and/or conflict of interests.
Scherer and Ribeiro (2013) , Beber et al (2006)
Scarcity of resources and
capabilities available to
implementation
Organizations that wish to begin the implementation cannot free up enough resources (financial) and capabilities (people) for a successful implementation.
Scherer and Ribeiro (2013) , Waal and Counet (2009)
Organization is at an unstable
stage
The organization is in an unstable environment, it is busy with greater projects (for example, acquisitions), faces financial problems or undergoes issues that lead to a high stress level to the management.
Beber et al (2006) , Albertin (1996)
O programa não tem um
objetivo claro
Falta de entendimento sobre o fato de que o programa é mais que um sistema de medidas e controle, resultará em comportamento cético e hostil.
Waal and Counet (2009) , Burlim et al (2007), Beber et al (2006)
The program does not have a
clear objective
Lack of understanding about the fact that the program is more than a system of measures and control will result in skeptical and hostile behavior.
Waal and Counet (2009) , Burlim et al (2007), Beber et al (2006)
The organization does not
have a clear and
understandable strategy
If the organization’s mission and objectives are not clear to its members, the program’s structuring aspects will probably not
be relevant to the organization.
Gomes and Neto (2015) , Waal and Counet (2009) , Burlim
et al (2007), Beber et al (2006) , Albertin (1996) Difficulty in disseminating
information to the
organizational levels
As a result, the lower levels of the organization may operate in misalignment with the corporative objectives It may generate contradictions and use of indicators different from the established in PAS.
Waal and Counet (2009) , Beber et al (2006) , Prieto et al (2006) , Bourne et al (2002)
There is lack of knowledge
and ability about the model
The lack of knowledge and ability (for example, insufficient training) in relation to the characteristics of PAS may result in partial or mistaken use of this system.
Gomes and Neto (2015) , Hashmi et al (2015) , Scherer and Ribeiro (2013) , Waal and Counet (2009) , Trad and Maximiano (2009) , Prieto et al (2006) , Al-Mashari and Zairi (1999)
Difficulties in defining
relevant indicators
If the organization does not overcome this difficulty, the members may simply give up the implementation, due to the great effort necessary and the lack of trust about the quality of the established indicators.
Spessatto and Beuren (2013) , Waal and Counet (2009) , Beber et al (2006) , Prieto et al (2006) , Bourne et al (2002) , Al-Mashari and Zairi (1999)
Lack of performance
management culture
The organization’s lack of culture in achieving results and continually improving may affect the use of PAS in the sense of enhancing the performance.
Dolci et al (2015) , Scherer and Ribeiro (2013) , Rosa and Cauchick Miguel (2012) , Waal and Counet (2009) , Trad and Maximiano (2009) , Bourne et al (2002) , Al-Mashari and Zairi (1999) , Albertin (1996)
Responsible member to
implement and carry out
the program
The lack of a member assigned and dedicated to supervise PAS could result in the abandonment of issues related to the update and resolution of the problem in the system.
Waal and Counet (2009) , Prieto et al (2006) , Al-Mashari and Zairi (1999)
Trang 5Table 1(Continued)
Leadership The leaders’ behavior must be positive and stimulating in
relation to the program It is the leaders’ role to provide favorable work conditions and transmit the necessary knowledge.
Scherer and Ribeiro (2013) , Rocha-Pinto and Del Carpio (2011) , Trad and Maximiano (2009) , Bourne et al (2002) , Al-Mashari and Zairi (1999)
Planning and implementation
plans
The lack of planning and establishment of consistent action plans contributes to the loss of focus Issues related to necessary resources to the program must be clear and accessible.
Hashmi et al (2015) , Valentim et al (2014) , Al-Mashari and Zairi (1999) , Albertin (1996)
The results of the program do
not benefit the organization
If after the implementation there is not improvement in the results related to the performance, there will be strong orientations to abandon the program.
Rocha-Pinto and Del Carpio (2011) , Waal and Counet (2009)
There is not enough focus in
internal administration and
control
If the program is used mainly to transmit external requirements instead of internal control, the members may consider the information less relevant.
Waal and Counet (2009)
Maintenance and update of
PAS after the
implementation
If the model is not always updated with the environment changes, it will lose the capacity of providing correct information about which improvement actions must be undertaken.
Waal and Counet (2009)
Source:Compiled by the authors.
dePeriódicosCapes[CapesJournalsPortal],usingthe
follow-ingkeywords:implementation,performanceimprovement,and
performanceassessment,inEnglishandinPortuguese
Contributingtothisdiscussion, Bourne,Neely, Platts, and
Mills(2002)highlightthatthemainaspectsthatmayinfluence
tothedeterminationoftheimplementationsuccessarerelated
tothecontextissues(requiredtimeandeffortandresistanceto
change),processissues(strategicmisalignmentandundefined
objectives)andcontentissues(difficultiesindealingwith
qual-itativeaspectsandpoorlyestablishedmetrics).Moreover,itis
possibletoidentify,inliterature,influentaspectsthatrelateto
theorganization’sproposal,structureandculture
Thebig challengeof thecurrent conditions relatedto
per-formance managementis how toextract as muchas possible
fromthedataobtainedbytheapplicationofthemeasuringand
assessmentmethods.Itnecessarilyinvolvesthefortificationof
themodelsdevelopmentprocessand,mainly,theunderstanding
andovercomingofrecurrentdifficultiesoftheimplementation
process.Aboutthislastaspect,besideswhathasalreadybeen
exposed,itwillbeimportanttoconsiderpolitical,infrastructural
andfocusissues(Neely&Bourne,2000)
Methodology
Thissectionis divided intotwo subsections.The first one
presents historical and conceptual aspects on the grounded
theory On the second moment, the characterization of the
researchispresented,inwhichtheprocessofdatacollectionand
analysisishighlighted
Grounded theory
Thegroundedtheory,alsoknowninBrazilasdata-based
the-ory(teoriafundamentadaemdados[TFD]),wasdevelopedby
GlaserandStrauss(1967)asamethodtodeveloptheoryfrom
thedatasystematicallyobtainedfromsocialresearch(Büscher,
2007).Although thesetwo authors (Glaser & Strauss,1967)
presenteddifferencesonthewaytoconductaresearch,the con-tributionofbothwasequallyimportant.Straussgraduatedfrom UniversityofChicago,whichhasastrongtraditioninqualitative research.Glaser,inturn,graduatedfromColumbiaUniversity, andhisresearchattitudewasinfluencedbyquantitativemethods andanempiricalperspective(Strauss&Corbin,2008)
OnthebookThe Discovery of Grounded Theory,Glaserand Strauss(1967)soughttoevincehowthediscoveryofthetheory comingfromthedata–systematicallyobtainedandanalyzedin socialresearch–canbepromoted.Themainpointdiscussedby theauthorsisthatthegenerationofgroundedtheoryisawayto gettoanappropriatetheorytoitsallegeduse
Thefoundersofthismethodtookdifferentwaysafterthe pub-licationoftheseminalbookin1967.WithGlaserandStrauss’ separation, two main referencelines touse the method were defined According to Büscher (2007), several authors have highlightedthat,actually,thetwowaysundertakentoconduct thestudiesongroundedtheoryareverydifferent.Thus, consid-eringthedifferencesbetweentheapproachesestablishedafter thedisruptionofthepartnershipbetweenGlaserandStrauss,it
isimportantthattheresearchersclearlydecidewhichwaythey willfollowintheirstudies
Glaser’slineadoptsamorepositivistattitude,suggestingthe observer’sneutralityandthatthedata,eventually,willdiscover therealconditionsofcertaincontext.Inasecondunderstanding line, StraussandCorbin(2008)suggestthat grounded theory shouldbeapproachedwithamoresubjectivistand interpreta-tiveview,inwhichtheresearchers’workandinterpretationare essentialtothedataandtheoryconstruction(PintoandSantos, 2008).Thismoresubjectivistandinterpretativestance isalso verifiedinCharmaz(2009)
On the theory that emergesfrom the data,theyreveal the individuals’behaviorinthelightofspecificsituations.The con-siderationoftheliteratureorexperiencesofsimilarphenomena
isrecommendedduringtheresearchprocess,however,asStrauss andCorbin(2008)explain:“ .itdoesnotmeantheliterature
ortheexperienceswillbeusedasdatathemselves”(p.54)
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Trang 6substantivetheories.Thefirstones areknownasbigtheories;
theyarelessspecificandcanbeappliedtoawidercontext.The
substantiveones, inturn, are relatedtoaspecific problem,a
substantivecontext,andtrytoexplaincertainphenomenafrom
thiscontext.Thesubstantivetheoriescanbereplicatedbyother
studies,and,inthatway,theycanstartpresentingformaltheory
characteristics
Theinvestigationthroughthegroundedtheorygoesbeyond
thedescriptionhorizonwhenworkinginthelevel ofthe
con-ceptualplanning,withthecreationofcategories,propertiesand
dimensionsandtheirrelations.StraussandCorbin(2008)affirm
that“ .theorydenotesasetofwell-developedcategorieswhich
are systematicallyinterrelated through statementsof
relation-shiptoformatheoreticalframeworkthatexplainssomerelevant
phenomena”(p.35)
AccordingtoStraussandCorbin(2008),althoughthe
quali-tativeresearchisnormallylinkedtotheinductionfromspecific
casestogeneralones,thedeductionprocessalsoexistsasdata
areinterpretedandconceptualized.Therefore,deductiontakes
placebasedondata,butalsoonpreviousexperiencesand
knowl-edgeandonthediscussionsthatoccurduringtheresearch
Characterization of the research
Thisstudy ischaracterized as qualitative, exploratory and
descriptive,andgroundedtheorywasusesasmethod.Thecases
wereselectedthoroughtheoreticalsampling.Intheprocessof
datacollection,non-structuredandsemi-structuredinterviews
wereheld,inadditiontoobservationanddocumentalresearch,
and the interview was the main tool used The data
analy-sis was done using techniques such as microanalysis, open,
axialandselectivecoding,inwhichthe softwareNVivo,
ver-sion 9.0 was used as auxiliary tool The analytical scheme,
knownas“paradigm”wasalsoused,composedbyconditions,
actions/interactionsandconsequences.Inthisstudy,grounded
theorywasbuiltbasedontheproceduressuggestedbyStrauss
andCorbin(2008) Theliterature review section waswritten
starting fromthe articles researched onthe databases Scielo,
Spell and Portal de Periódicos Capes, using the keywords
implementation, performance improvement and performance
evaluation,inEnglishandinPortuguese
The theoretical sampling was composed of five sample
groupsand12differentcases,as showninTable2.Thetime
elapsingduringdatacollectionandanalysiswas14months
Inthisstudy,theprocessofdatacollectionstartedwiththe
selectionofcompaniesthatwerepartofthefirstsamplegroup
Theselectioncriteriawerebasedonthequestionandobjective
ofthe research.Basically,threecriteriaweremet:(1)tohave
experienced or to be experiencing implementation of
perfor-manceimprovementmethods;(2)tobeatthemarketforatleast
18years;and(3)tobelocatedinSantaCatarinaState.Regarding
the first criterion, the researcher faced threedifferent
scenar-ios: companies that failed inthe implementation, companies
thatsucceeded,andcompaniesexperiencingtheimplementation
process
Table 2 Theoretical sampling.
Sample group Company Interviewee Interview
B Administrative Manager B1
Engineering Manager B2
Process Engineer C2 Process Analyst C3
Operating Coordinator D2 Project Manager L D3 Project Manager I D4 Project Manager A D5
E Financial Planning
Manager
E1
I Production Manager I1
PCP (Planning and control of production) Coordinator
I2
Human Resources Manager
L2
Production Manager M2
Operating Coordinator C3
Source:Prepared by the authors.
Inthefirstsamplegrouporopensamplingconstitutedinthe first stageof the research, 6 (six) individual interviews were conductedwithprofessionalsfrom3(three)companiessituated
in Western Santa Catarina At this stage, in-depth and non-structuredinterviewswereconducted,undertheguidanceofthe objectiveandquestionof theresearch.Atthesecondstageof the theoreticalsampling,7 (seven)individualinterviewswere conducted withprofessionalsfrom two companies locatedin GrandeFlorianópolis.Thesewerein-depthandsemi-structured interviews.Theinterviewscriptwaselaboratedfromtheresults found inthe firstsample group.The choiceof the caseswas influencedbytheresultsofthedataanalysisofthefirstsample group,whichindicatedtheneedtoexploretheenvironmentof
alargecompany,aswellasinterviewsomeoneconnectedtothe financialareaandanexternalconsultant
Thethirdgroupofcasesthatcontinuedthetheoretical sam-plingwascomposedby4(four)companieslocatedinGrande Florianópolis and Southern Santa Catarina The cases were chosenfromtheinterviewees’indicationinthepreviousstage andaccordingtotheresultsofthedataanalysis.Theresultsfrom theprevioussamplingstageguidedtheaccomplishmentofthe interviews,whichwerein-depthandsemi-structuredaswell.A scriptwiththeemergingcategorieswasused.Thecaseswhich formed the forth group are located in Grande Florianópolis andValedoItajaí.Theresearcheroptedtoreturntocompany
“J” duetotherelevanceof the case,andtothe interviewee’s
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Trang 7inter-viewmanagersofcompaniesexperiencedintheimplementation
ofthemethodsBSCandLeanproduction,whicharefrequently
approachedin literature.The interview script was elaborated
fromthedataanalysisofthepreviousstageandcountedon12
(twelve)emergingcategories.Themodeltheoreticalsaturation
startedtogetmoreevidentbecauseoftheinterviewsconducted
inthefourthgroupofcases,accordingtoM2’scomment:
Idon’thavethewholetruth,butIhavesomeexperienceand
Iseethatwhatwaspresentedisverywell-alignedtowhatwe
havealreadywitnessedintheprocess,andmanythingsthat
wehavewitnessedthatdidn’tworkwasbecausereallyoneor
moreaspectspointedhereendedupunobservedornottaken
seriously,anditendsupreturningtohowitwasbefore
Itisimportanttohighlightthattheresearcheriswhonotices
that the theory under construction is reaching the theoretical
saturation.Theevidencesarisingfromtheinterviews,
accord-ingtothe previous comment,onlyreinforce thisresearcher’s
perceptioninrelationtothesaturation.Othercommentsinthis
regardweremade.Thus,itwasoptedtoconcludethetheoretical
samplingwithafifthsamplegroup,returningtothefirstcases,
inordertomakeaselectivesamplingandoneofthestagesof
the model validation as well The intention was tointerview
alltheprofessionalswhohadpreviouslyparticipated,however,
thispossibilitywasdiscardedforseveralreasons.Therefore,the
fifthandlaststageofthetheoreticalsamplingwasheldintwo
companiesfromWesternSantaCatarina
Allthepreviousinterviewswererecordedandtranscribed;
however,theinterviewscorrespondingtothefifthstageofthe
theoretical sampling were recorded, but not transcribed The
optionnottotranscribetheinterviewswasmadebecauseinthis
stageof theresearchtheintention wastosaturate thealready
developedcategoriesandassistintheconceptualizationofthe
relationshipsamongthecategories.Thus,theinterviewswere
carefullylistened to, observations were written,and
relation-shipmemoswereelaborated.Inthefollowingsection,thepath
coveredtodatacollectionandanalysis
Theprocessofdataanalysistookplacefromthe
microanaly-sis,open,axialandselectivecoding.Themicroanalysisconsists
of aprocess of detailed data analysis, oftentimes made line
bylineorwordbyword.Theopencodingistheanalytical
pro-cesswherebytheconceptsareidentifiedandtheirpropertiesand
dimensionsaredetectedinthedata.Theaxialcoding,inturn,
consistsoftheprocessofrelatingcategoriesandsubcategories
Finally,the selectivecodingis the processof integratingand
refiningthetheory(StraussandCorbin,2008)
Thetranscribedinterviewswereimportedtothesoftwareof
qualitativedataanalysisNVivo,version9.0.Thissoftwarewas
usedduring allthe stagesof theresearchandit considerably
facilitated the work with the data, mainly in the filling of
thetranscribed interviews,creationof categories andmemos
According to Lage (2011), NVivo is one of the most used
softwares in Brazilian academic environment, and it was
adoptedbytheresearchcenterofalargepartoftheuniversities,
notablyUnicamp,USP,andURFGS and,especiallyinsocial
sciencesandhealthareas
After data collection and analysis and the theoretical sat-uration, the built theoretical framework was validated The validation of the built theoretical framework from the proce-duresprovidedbyGroundedTheorymustnotbeunderstoodas quantitativetest.Themainconcerninthisstageistoverify if theelementsconstitutingthetheoryeffectivelyreflectwhatwas said duringthe interviews,inotherwords,if theabstractions performedbytheresearcherareinaccordancetotherawdata According toStrauss andCorbin(2008),thereare several waystovalidatethetheoreticalscheme.Oneofthewaysisto returntotherawdatainordertocomparethemtotheaspects composing the scheme Another way of validation cited by
Strauss and Corbin (2008) is to meet the participants of the researchandpresenttheframework,itscategories,properties, dimensions and relationships The informants must consider themselves as part of thescheme.The theoretical framework builtinthisstudywasvalidatedinthetwowayspreviouslycited Aftertheconclusionofthefourthstageofthetheoretical sam-ple,therereadingofalltheinterviewsbeganinordertomakea high-levelcomparativeanalysis.Atthisstage,someadjustments
ofthemodeltookplace,especiallyrelatedtothepropertiesand dimensions.The otherstageofthe frameworkvalidation was doneresumingthecasesthatformedthefirstsamplegroup
Besidesthetheoreticalvalidation,themethodological valida-tionwasperformed.Therefore,themethodologicalprocedures were assessed and validated by Doctor Professor Andreas BüscherinHochschuleOsnabrück–UniversityofApplied Sci-enceslocatedinthecity ofOsnabrückinGermany,while the researcherwasatthatUniversity.Themethodologicalvalidation tookplacestartingfromfiveformalmeetingswiththespecialist professor,withanaveragedurationofoneandahalfhoureach meeting.Additionally, severalcomparative readingsof thesis, dissertationsandarticlesthatusedthegroundedtheoryin pro-posalssimilartotheonedescribedinthisstudyweremade.In thefollowingsectionthetheoreticalmodelthatemergedfrom thedataispresented,whichisentitled“AphaseofChangeand Learning”
Presentation and discussion of the results
According to the results achieved, the implementation of performanceimprovementmethodscanbeunderstoodfroma perspective of changeandlearning.Structuralandbehavioral changesarenecessaryand,likewise,theorganizationundergoes
aphaseofdevelopmentandlearning,acquiringcompetencesto dealwiththedynamicandevolutionaryenvironmentthat char-acterizesthemarket.Themodelemergedfromthegroupingby similarityofthecodesgeneratedinthesoftwareNVivo, origi-natingthecategories.Thecodesarosefromthecodificationof thetranscribedinterviews
Therefore,therealityofthecompanyisacondition respon-sibleforcreatingthesituationsthatleadtotheimplementation process.Thereasonstostarttheprogrammustbeinternaland/or externaltotheorganization.Thewaythecompanyisstructured
atthemoment,connectedtothecontext,cultureandprocesses, willcreateasetofsituationsandproblemsthatinterfereinthe processproceedings
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Trang 8A Phase of Change and Learning
Reality of the Company
Change of Cultur e
Competitive ability
People ’s involvement Con trol of re sults Commun icati on
Top Management Support
Know-how Planning
Fig 1 Substantive theory: “A phase of change and learning”.
Source:Prepared by the authors.
Inthesamedirection,planningandknowledgearealso
con-ditionsthat directlyinfluence inthe implementation process
Acompanythathasagoodplanning,withwell-definedaction
plans,indicatorsandresponsiblepersons,willhaveafavorable
condition.Likewise,thedegreeofknowledgeonthemodeltobe
implemented,inconjunctionwithaspectsrelatedtotheproject
management,willhaveanimpactontheconductoftheprogram
The top management support, in turn, is acondition that
canchangesubstantiallyhow theimplementationtakesplace
Ifthereisachangeinthemanagement,forexample,the
inten-sityofthesupportmaychange.Itisimportantthatthedecisionof
beginninganimplementationcomefromdehighmanagement
Thematterofconvincingthemanagementabouttheimportance
oftheprograminfluencesandisinfluencedbytheexistenceofa
consistentplanning.Therefore,thetopmanagementknowledge
onthemodeltobeadoptedinterferesdirectlyinthesupportand
commitment
In light of the conditions established,actions and
interac-tionsarise.Theyarestrategiesthattheorganizationundertakes
inordertodealwiththesituationsandproblemsbelongingtothe
implementationprocess.Thestrategyofevolvingpeopleaimsto
keepthetopmanagementsupportandtomotivatepeoplethrough
trainingandgainsthattheycanhavefromtheprogram.Inthe
sameline,keepingthecommunicationisanecessaryactionto
preserveasystemicperspectiveoftheprocessandkeepthe
indi-vidualsinvolvedinformedaboutwhatishappening.Theaction
ofcontrollingresultsaimstopreservewhatwasplannedandto
keeptheorganizationonthedesireddirection
Theconsequencesorresultsof theactionsandinteractions
undertaken,oroftheir lack,arethechangeof cultureandthe
competitive skill Pursuant the efficiency of the company in
evolving people,keeping the communication and controlling
results,therewillbemoreorlesssatisfactoryconsequences.In
Fig.1,themodelthatrepresentsthesubstantivetheory“Aphase
ofchangeandlearning”ispresented
Changeandlearninghappenwhenthecompanysucceedin
theimplementation,butalso whenthe initiativesfail.In case
of success,the organizationwill be moredevelopedandina
superiorevolutionarylevel,characterizedbytheacquisitionof
competencestodealwithchange.Incaseoffailure,therewas
a change toan inferior stage, for resources have been spent andthereturnhasnothappened.Inthiscase,theresistanceto changeisincreased,whichwillhampernewinitiativesrelated
tothe implementationofperformanceimprovement methods Hereinafterthecategoriesaredescribedwiththeirsubcategories, propertiesanddimensions
Knowing the reality of the company
This category highlights the importance of knowing the dailybusinessliveofthecompany,ofanalyzingandcompiling data about the current situation before making any decision The understandingof the productive andmanagerial process, therealityofthedepartments,thesizeofthecompany,the cul-tureandthetypeofmarketenabletheuseoftheexistingstrong points,aswellastheiradequacywiththeconceptsestablished
by the performance assessment and improvement model On theotherhand,theinobservanceofthesepointscanleadtothe failureofimplementation,forexample,becauseofthenecessity
ofmiraculousinvestmentsandextremestructurechanges
[ .]becauseotherwisenobodygivesopinions anditstays justontheliteratureorontheexampleofanothercompany
ItiswhatIsaid,whathappensintheothercompanies hap-pensintheothercompanies,itisnotarecipe,itcannotbe simplyimplementedas adish,whichyoutellmewhatthe ingredientsareandIjustcookit.(L1)
We have already participated in some works done by consultants inwhich, sometimes,it is imaginedthat there
isarecipe,buttodevelopanenduringwork,weknowthat
it always needs to be a flexible tool, because evenif the problems are similar, the work will never have the same recipethantheotherused.(M2)
Eachsubcategoryoftherealityofthecompanycanalsobe analyzedinmoredetails.Inthissense,deeperlevelsofanalysis appeared,asitcanbeobservedinTable3
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Trang 9Table 3
Category knowing the reality of the company.
Knowing the reality of the company: The company needs to consider its
particularities and to verify if they are consistent with the proposed model
Subcategory Property Dimensional variation
Sectors Administrative–productive Market Standard–different Culture Organizational
environment
Favorable–unfavorable Processes Productive Mass–small scale
Managerial Routines–projects Coordination
unit
Dedication Partial–exclusive Composition Eventual–permanent Autonomy Low–high
Source:Prepared by the authors.
InTable3 thesubcategories,propertiesanddimensionsof
thecategoryknowingtherealityofthecompanyaredescribed
It is highlighted that it is necessary to pay attention to the
context in which the company is Specific actions must be
takenaccordingtothesizeofthecompany,itsinternalsectors
andthemarketinwhichitacts.Anothersubcategoryisrelated
totheculture,highlightingthenecessityofapreviousanalysis
oftheorganizationalenvironment
Regarding the processes, the attention is drawn to the
necessityof aproductivesphere, sincecompanieswithserial
production will have different demands of companies with
small-scaleproduction,asitwasreportedbythecaseL.Within
themanagerialprocesses,thetendencyisthatcompanieswith
tradition in project management have an easier time
imple-menting improvements than the ones guided by the routine
management.Finally,theimportanceof acoordinationunitis
highlighted
Planning
Planning,astheRealityoftheCompany,isacategoryofthe
substantivetheory“Aphaseofchangeandlearning”.Thus,itis
highlightedthataconditiontohaveasuccessfulexperienceinthe
operationalizationofassessmentandperformanceimprovement
modelsisplanning.It,preferentially,mustbealignedwiththe
strategicplanningoftheorganization
Ithinkthatplanningisthemostimportantpartofaproject
andIthinkthatBrazilianserralotonthis.(D1)
Thispartofalignmentwiththestrategicplanning,whichI
thinkthatisaveryinterestingthing, thatafewcompanies
make.(B2)
Developingaplanningisanessentialconditioninthe
imple-mentationprocessofassessmentandperformanceimprovement
methods.Abusinessenvironmentthatisnotfamiliarwiththis
practicewill havegreatdifficultiesinconductingits program
andhavinggreatsuccessinitsactions.Awell-elaborated
plan-ningshould provide conditions for the organization toorient
towardwhichdirectionsitshouldfollowandwhichobjectivesit
shouldachieve.Itshouldalsoprovideassessmentmechanisms
Table 4 Category planning.
Planning: To ensure that the company is closer to achieve good results with the implementation, it is necessary that priorities are established in
the managerial and operational levels Subcategory Property Dimensional
variation Activities Priorities Managerial–operational Costs/investment Equipment and
technology
Adequacy–acquisition Qualification Internal–external Dedication Partial–exclusive Action plans Deadlines Parcial–total
Responsible person
Operational–management Indicators Tangible–intangible Return Processes Productive–managerial
Image Internal–external
Source:Prepared by the authors.
ofactionsandpossibilitiesofcorrectionsincasesof inconsis-tencies
In relation to planning, Table 4 evinces the subcate-gories costs/investments, action plans and return Regarding thecosts/investments,itisnecessarytoconsiderwhetherornot
itwillbenecessarytoacquireequipmentandtechnologies.In the sameline, itis relevant toplanif thequalification of the personnelinvolvedwillneed externalsupportor willbedone
by the companyitself Moreover,the matter of dedication is evinced,thegreaterthededication,thegreatertheexpenditure
of financial resources,consideringthat theemployeewill not makehis/herroutinetaskstodedicatetotheimplementation
Regarding the action plans, it was deemed convenient to dismember the deadlines in a specific property, due to their importance They mustbe planned inpartial andtotalterms
Itwillbealsonecessarytodefineresponsiblepersonscoming fromtheoperationalandmanagerialspheres,andbeattentive
inrelationtotheindicators,consideringtangibleandintangible aspects.Finally,itishighlightedthematterofplanningthereturn
onthecontextoftheproductiveandmanagerialprocessesand whichgainstherewillbeintheseprocesses.Inthesamevein,
itisdeemedrelevanttoconsiderthegainsrelatedtotheimage
ofthecompany
Know-how
In thissection, the category Know-how is presented The importanceoftrainingpeopleandmakingitcleartothe man-agementandtheemployeeswhatwillbedoneinhighlighted Thesupportofprofessionalsfromoutsidethecompanywhoare referenceintheareaandareabletoaligntheoreticalandpractical knowledgeisimportanttothefamiliarizationof theconcepts, techniquesandtools.Havingafollow-upfromthe right peo-ple maycontribute toabetter use of thetimeand resources Theknowledgeaboutprojectmanagementmayalsohelptothe acquisitionofeffectiveresults
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Trang 10Table 5
Category know-how.
Know-how: The greater the knowledge about the model, the greater the
chances to succeed in the implementation Subcategory Property Dimensional variation
Model Experience Internal–external
Training Involved people Operational–managerial
External
consultant
Knowledge about the sector Unsatisfactory–satisfactory Knowledge about the model Practical–theoretical
Source:Prepared by the authors.
Tosucceedintheapplication,theknowledgeofthetoolsis
essential,aswellasitsapplicabilityfirstatthemanagement
level,andafter,theworkgroupmustbeinformedthrough
a mini-course and/or speech, so that the people initially
involvedinthisworkareabletounderstandthemagnitude
oftheapplicationofthetool.(C3)
So,forme,oneofthemainproblemsisthelackofinstruction
ofourmanagers.Thislackofinstructioncomeslinkedtothe
lackofmotivationtomakethingshappen,becausewhatIdo
notknow,Iwilloftenrepel.Peoplewhodonotknoworare
evennotinterestedenduprepellingandtonotexecutethe
methodsthatneedtobeexecutedsothattheresulteffectively
happens,thisisanimportantpoint.(J1)
Inthemanagers’comments,itisdiscussedaboutthe
impor-tancethattheresponsiblepersonsfortheimplementationknow
the method to be used But, obviously, the organization not
alwayshavepersonswhohavethisknowledge.Inthesecases,
it will be necessary to create these conditions by means of
strategies that maytakeseveraldirections,such as the hiring
ofexternalconsultants,thetraining ofinternalagentsandthe
learningbyexperiences
InTable5theinformationrelatedtothecategoryKnow-how
ispresented.Thematteroftheexperienceaboutthemodeltobe
implementedishighlighted.Itissoughttoknowifthe
profes-sionalpersonsinvolvedhavealreadyhadexperiencesinother
contexts or only inside the own company The need to train
theinvolvedpeopleintheoperationalandmanagerialscopeis
alsoconsidered.Finally,whenthereistheneedtohirean
exter-nal consultant,it isdeemedrelevant toconsiderthisperson’s
knowledgeinrelationtothecompany’soperatingsectorandto
the model tobe implemented; it is desirablethat this person
hasasatisfactoryknowledge aboutthe sectorandabalanced
knowledgebetweentheoryandpracticeofthemodel
Top management support
The category Top management support highlights the
involvementandcommitmentof thehighhierarchiclevels in
thedevelopmentprocessoftheorganization.Themanagement
supportisadeterminingfactortothebeginningandcontinuity
ofaperformanceassessmentandimprovementprogram.Ifthe
managementdoesnotshowinterest,theprogramendsupleft
out.Infact,itisoftennoticedthatifthereisnotopmanagement
support,itisunlikelythattheplanningstarts
Table 6 Category top management support.
Top management support: It is indispensable that the initiative comes from the higher levels and that they show support and commitment
during the implementation phase Subcategory Property Dimensional variation
Dedication Eventual–daily Persuasion Planning Confuse–convincing
Knowledge about the model Superficial–deep
Source:Prepared by the authors.
No matter the action you wish to implement,without the support from the management, it does not moveforward (H1)
Thetopmanagementsupportisoneofthemainconditions for a company to establish a change concisely The high managementwillinfluencetheotherpeopletoprioritizeone
oftheseprojects.(E1)
Andwhyarewewherewearetoday?BecauseIhadsupport fromthepartnerswhoalsocomposetheboardofdirectors
of the company nowadays They supported everything I didhere, everything Ididinterms ofmethodworkedout, showedresult,becauseIhadsupport.(J1)
The matterof supportis constitutedof avery bigobstacle
toalargepartofthecompanies.Themanagementneedstobe convincedthattheprogramwillbringreturns,getinvolvedwith theprocessandknowwhathasbeendone
ThecategoryTopManagementsupportisevincedinTable6 Thesubcategorytimeishighlighted,withtheproperties matura-tionanddedication.Inthisregard,itisevidencedthatthelonger thematurationtime,themoredifficultitwillbetokeepthe man-agementsupport.Regardingthededication,itisconsideredthat
aneventualsupporttendstobeharmfultotheimplementation, becausetheinvolvedpersonnelmaystarttolosecredibilityin relationtotheimportanceoftheprogram.Itisalsohighlighted thesubcategoryknowledge.Inthiscontext,theproperty plan-ningevinced that the moreconvincingit is,the higheris the probability of gettingmanagement support.In the sameline, thegreaterknowledgeaboutthemodelofthemanagement,the greateritscommitmentandsupportwillbe
Getting people involved
Thecategory Gettingpeopleinvolvedcallstheattentionto thenecessitythatallthehierarchicallevelneedtobeconvinced andcommittedtothechange.Involvementbringscreativityand commitment,andisabletooptimizetheavailableresources.The shopfloorpersonnel,forexample,shouldfeelthattheyowntheir own business, participateinmeetingsandpresent theresults The management level personnel,inturn,must beconvinced that theinitiativewillworkoutandwillbringreturns.Onthe otherhand,the involvementmaynothappen ifthethingsare simplyimposed
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