- -

Protocol: action planning for action research about kaizen in public organizations. The case of higher education

RiuNet: Repositorio Institucional de la Universidad Politécnica de Valencia

Compartir/Enviar a

Citas

Estadísticas

  • Estadisticas de Uso

Protocol: action planning for action research about kaizen in public organizations. The case of higher education

Mostrar el registro sencillo del ítem

Ficheros en el ítem

dc.contributor.author Marin-Garcia, Juan A. es_ES
dc.contributor.author Garcia-Sabater, Julio J. es_ES
dc.contributor.author Maheut, Julien es_ES
dc.date.accessioned 2018-09-13T06:56:16Z
dc.date.available 2018-09-13T06:56:16Z
dc.date.issued 2018-06-29
dc.identifier.uri http://hdl.handle.net/10251/107192
dc.description.abstract [EN] In this protocol we complete the first three stages of action research to analyze possibilities for continuous improvement of processes in public universities. We define the problem or area of improvement in the organization; we identify the relevance of the topic to generate an academic contribution and propose an action plan or work protocol. Although we have focused on a public higher education organization, this protocol can be applicable without requiring too many adaptations, to any public service (at least in the Spanish context). es_ES
dc.description.abstract [ES] En este protocolo completamos las tres primeras etapas de la investigación acción para analizar posibilidades de mejora continua de procesos en universidades públicas. Definimos el problema o área de mejora en la organización; identificamos la relevancia del tema para generar una contribución académica y proponemos un plan de acción o protocolo de trabajo. Aunque nos hayamos centrado en una organización de educación superior pública, este protocolo puede ser aplicable sin precisar demasiadas adaptaciones, a cualquier servicio público (al menos en el contexto español). es_ES
dc.language Español es_ES
dc.publisher Universitat Politècnica de València
dc.relation.ispartof Working Papers on Operations Management
dc.rights Reconocimiento (by) es_ES
dc.subject Protocol es_ES
dc.subject Action-research es_ES
dc.subject Kaizen es_ES
dc.subject Continuous improvement es_ES
dc.subject Higher education es_ES
dc.subject Process improvement es_ES
dc.subject Public services es_ES
dc.subject Investigación-acción es_ES
dc.subject Mejora continua es_ES
dc.subject Universidad es_ES
dc.subject Mejora procesos es_ES
dc.subject Servicios públicos es_ES
dc.title Protocol: action planning for action research about kaizen in public organizations. The case of higher education es_ES
dc.title.alternative Protocolo: plan de acción para investigación-acción sobre mejora continua en servicios públicos. Aplicación a educación universitaria es_ES
dc.type Artículo es_ES
dc.date.updated 2018-09-12T12:55:06Z
dc.identifier.doi 10.4995/wpom.v9i1.8990
dc.rights.accessRights Abierto es_ES
dc.contributor.affiliation Universitat Politècnica de València. Escuela Técnica Superior de Ingenieros Industriales - Escola Tècnica Superior d'Enginyers Industrials es_ES
dc.contributor.affiliation Universitat Politècnica de València. Departamento de Organización de Empresas - Departament d'Organització d'Empreses es_ES
dc.description.bibliographicCitation Marin-Garcia, JA.; Garcia-Sabater, JJ.; Maheut, J. (2018). Protocol: action planning for action research about kaizen in public organizations. The case of higher education. Working Papers on Operations Management. 9(1):1-13. https://doi.org/10.4995/wpom.v9i1.8990 es_ES
dc.description.accrualMethod SWORD es_ES
dc.relation.publisherversion https://doi.org/10.4995/wpom.v9i1.8990 es_ES
dc.description.upvformatpinicio 1 es_ES
dc.description.upvformatpfin 13 es_ES
dc.type.version info:eu-repo/semantics/publishedVersion es_ES
dc.description.volume 9
dc.description.issue 1
dc.identifier.eissn 1989-9068
dc.description.references Agmoni, E. (2016). The role of kaizen in creating radical performance results in a logistics service provider. Logforum, 12(3), 225-245. https://doi.org/10.17270/J.LOG.2016.3.4 es_ES
dc.description.references Alfaro, J. A., Avella, L., & Mejía-Villa, A. (2016). Concerning the increasing relevance ofaction research methodology in improving collaboration between researchers and industry in the field of operations management. Paper presented at the 23rd EurOMA conference. TRondheim. Norway. es_ES
dc.description.references Audretsch, D. B., Martinez-Fuentes, C., & Pardo-del-Val, M. (2011). Incremental innovation in services through continuous improvement. Service Industries Journal, 31(12), 1921-1930. https://doi.org/10.1080/02642069.2011.552977 es_ES
dc.description.references Baril, C., Gascon, V., Miller, J., & Cote, N. (2016). Use of a discrete-event simulation in a kaizen event: A case study in healthcare. European Journal of Operational Research, 249(1), 327-339. https://doi.org/10.1016/j.ejor.2015.08.036 es_ES
dc.description.references Branco, D., Wicks, A. M., & Visich, J. K. (2017). Using quality tools and methodologies to improve a hospital's quality position. Hospital topics, 95(1), 10-17. https://doi.org/10.1080/00185868.2017.1279514 es_ES
dc.description.references Burnes, B., & Cooke, B. (2013). Kurt lewin's field theory: A review and re-evaluation. International Journal of Management Reviews, 15(4), 408-425. https://doi.org/10.1111/j.1468-2370.2012.00348.x es_ES
dc.description.references Clayton, M. (1995). Encouraging the kaizen approach to quality in a university. Total Quality Management, 6(5-6), 593-601. https://doi.org/10.1080/09544129550035242 es_ES
dc.description.references Cronshaw, S. F., & McCulloch, A. N. A. (2008). Reinstating the lewinian vision: From force field analysis to organization field assessment. Organization Development Journal, 26(4), 89-103. es_ES
dc.description.references Chiarini, A., & Bracci, E. (2013). Implementing lean six sigma in healthcare: Issues from italy. Public Money & Management, 33(5), 361-368. https://doi.org/10.1080/09540962.2013.817126 es_ES
dc.description.references Dahlgaard, J. J., Pettersen, J., & Dahlgaard-Park, S. M. (2011). Quality and lean health care: A system for assessing and improving the health of healthcare organisations. Total Quality Management & Business Excellence, 22(6), 673-689. https://doi.org/10.1080/14783363.2011.580651 es_ES
dc.description.references de los Ríos-Carmenado, I., Sastre-Merino, S., Jiménez, C. F., Río, M. C. N. D., Pozo, E. R., & Arjona, N. G. (2016). Proposals for improving assessment systems in higher education: An approach from the model 'working with people'. Journal of Technology and Science Education, 6(2), 104-120. https://doi.org/10.3926/jotse.192 es_ES
dc.description.references Dick, B. (2009). Action research literature 20062008. Action Research, 7(4), 423-441. https://doi.org/10.1177/1476750309350701 es_ES
dc.description.references Erdogan, S., Quesada-Pineda, H., & Bond, B. (2017). An empirical tool to measure the effectiveness of kaizen events: A case study in the wood products industries. Forest Products Journal, 67(3-4), 164-178. https://doi.org/10.13073/FPJ-D-16-00044 es_ES
dc.description.references Farris, J. A., Van Aken, E. M., Doolen, T. L., & Worley, J. (2009). Critical success factors for human resource outcomes in kaizen events: An empirical study. International Journal of Production Economics, 117(1), 42-65. https://doi.org/10.1016/j.ijpe.2008.08.051 es_ES
dc.description.references García, C. J., Dueñas, R. M., Tanco, R. M., Diez, E. V., & García, J. S. (2010). Sustainability of continuous improvement systems in industry: Survey of bac and navarre.Intangible Capital, 6(1), 51-77. https://doi.org/10.3926/ic.2010.v6n1.p51-77 es_ES
dc.description.references Gast, I., Schildkamp, K., & van der Veen, J. T. (2017). Team-based professional development interventions in higher education: A systematic review. Review of Educational Research, 0034654317704306. https://doi.org/10.3102/0034654317704306 es_ES
dc.description.references Gohary, A., Alizadeh, H., & Hanzaee, K. H. (2016). How co-creation uplift suggestion systems' performance: Experimental studies in customer and employee sections. Asia-Pacific Journal of Business Administration, 8(2), 197-222. https://doi.org/10.1108/APJBA-11-2015-0095 es_ES
dc.description.references Gonzalez Aleu, F., & Van Aken, E. M. (2016). Systematic literature review of critical success factors for continuous improvement projects. International Journal of Lean Six Sigma, 7(3), 214-232. https://doi.org/10.1108/IJLSS-06-2015-0025 es_ES
dc.description.references Gurung, G., Derrett, S., Gauld, R., & Hill, P. C. (2017). Why service users do not complain or have 'voice': A mixed-methods study from nepal's rural primary health care system. Bmc Health Services Research, 17. https://doi.org/10.1186/s12913-017-2034-5 es_ES
dc.description.references Iwao,S. (2017). Revisiting the existing notion of continuous improvement (kaizen): Literature review and field research of toyota from a perspective of innovation. Evolutionary and Institutional Economics Review, 14(1), 29-59. https://doi.org/10.1007/s40844-017-0067-4 es_ES
dc.description.references Jaca, C., Suárez-Barraza, M. F., Viles-Díez, E., Mateo-Dueñas, R., & Santos-Garcia, J. (2011). Encuesta de sostenibilidad de sistemas de mejora continua: Comparativa de dos comunidades industriales de españa y méxico. Intangible Capital, 7(1), 143-169. es_ES
dc.description.references Jurburg, D., Viles, E., Tanco, M., & Mateo, M. (2016a). What motivates employees to participate in continuous improvement activities? Total Quality Management & Business Excellence, (advanced on-line). https://doi.org/10.1080/14783363.2016.1150170 es_ES
dc.description.references Jurburg, D., Viles, E., Tanco, M., Mateo, R., & Lleó, A. (2016b). Measure to succeed: How to improve employee participation in continuous improvement. Journal of Industrial Engineering and Management, 9(5), 1059-1077. https://doi.org/10.3926/jiem.2074 es_ES
dc.description.references Karel, L. I., Delisle, D. R., Anagnostis, E. A., & Wordell, C. J. (2017). Implementation of a formulary management process. American Journal of Health-System Pharmacy, 74(16), 1245-1252. https://doi.org/10.2146/ajhp160193 es_ES
dc.description.references Lasrado, F., Arif, M., Rizvi, A., & Urdzik, C. (2016). Critical success factors for employee suggestion schemes: A literature review. International Journal of Organizational Analysis, 24(2), 315-339. https://doi.org/10.1108/IJOA-04-2014-0753 es_ES
dc.description.references Marin-Garcia, J. A. (2015). Publishing in two phases for focused research by means of "research collaborations". WPOM-Working Papers on Operations Management, 6(2), 76-80. https://doi.org/10.4995/wpom.v6i2.4459 es_ES
dc.description.references Marin-Garcia, J. A., Bautista Poveda, Y., & Garcia-Sabater, J. J. (2014). Levels in the evolution of continuous improvement: A multiple case study. Intangible Capital, 10(3), 584-618. https://doi.org/10.3926/ic.425 es_ES
dc.description.references Marin-Garcia, J. A., Bautista Poveda, Y., Garcia-Sabater, J. J., & Vidal Carreas, P. I. (2010). Implantación de la innovación continua en la gestión de operaciones: Una revisión de la literatura. Innovar, 20(38), 77-95. es_ES
dc.description.references Marin-Garcia, J. A., Garcia-Sabater, J. J., Maheut, J., Valero-Herrero, M., & Andres-Romano, C. (2012). Gestión de recursos humanos para ingenieros de la rama industrial. Harlow: Pearson Education. es_ES
dc.description.references Marin-Garcia, J. A., Pardo del Val,M., & Bonavia, T. (2008). La mejora continua como innovación incremental. El caso de una empresa industrial española. Economia Industrial(368), 155-169. es_ES
dc.description.references Middel, R., Coghlan, D., Coughlan, P., Brennan, L., & McNichols, T. (2006). Action research in collaborative improvement. International Journal of Technology Management, 33(1), 67-91. https://doi.org/10.1504/IJTM.2006.008192 es_ES
dc.description.references Miles, M. B., Huberman, A. M., & Saldana, J. (2013). Qualitative data analysis: A methods sourcebook: SAGE Publications. es_ES
dc.description.references Naslund, D., Kale, R., & Paulraj, A. (2010). Actionresearch in supply chain management -a framework for relevant and rigorous research. Journal of Business Logistics, 31(2), 331-355. https://doi.org/10.1002/j.2158-1592.2010.tb00155.x es_ES
dc.description.references Ortega y Gasset, J. (2015 (1a ed 1930)). La misión de la universidad: Cátedra. es_ES
dc.description.references Pinto, M. J. A., & Mendes, J. V. (2017). Operational practices of lean manufacturing: Potentiating environmental improvements. Journal of Industrial Engineering and Management, 10(4 Special Issue), 550-580. https://doi.org/10.3926/jiem.2268 es_ES
dc.description.references Pujol-Cols, L. J. (2016). Satisfacción laboral en docentes universitarios: Medición y estudio de variables influyentes. REDU. Revista de Docencia Universitaria, Vol. 14, Núm. 2 (2016). https://doi.org/10.4995/redu.2016.5974 es_ES
dc.description.references Ramírez, K. A., & Álvaro, V. P. (2017). Continuous improvement practices with kaizen approach in companies of themetropolitan district of quito: An exploratory study. Intangible Capital, 13(2), 479-497. https://doi.org/10.3926/ic.901 es_ES
dc.description.references Sanchez, L., & Blanco, B. (2014). Three decades of continuous improvement. Total Quality Management & Business Excellence, 25(9-10), 986-1001. https://doi.org/10.1080/14783363.2013.856547 es_ES
dc.description.references Sanchez, L., & Blanco, B. (2016). Review of professional literature from the hispanic world on the field of continuous improvement: 1990-2011. Revista Espanola De Documentacion Cientifica, 39(1). https://doi.org/10.3989/redc.2016.1.1264 es_ES
dc.description.references Scholtes, P. R., Joiner, B. L., & Streibel, B. J. (2003). The team handbook. Madison: Oriel. es_ES
dc.description.references Schwarz, U. v. T., Nielsen, K. M., Stenfors-Hayes, T., & Hasson, H. (2017). Using kaizen to improve employee well-being: Results from two organizational intervention studies. Human relations, 70(8), 966-993. https://doi.org/10.1177/0018726716677071 es_ES
dc.description.references Suarez-Barraza, M. F., & Rodriguez-Gonzalez, F. G. (2015). Bringing kaizen to the classroom: Lessons learned in an operations management course. Total Quality Management & BusinessExcellence, 26(9-10), 1002-1016. https://doi.org/10.1080/14783363.2015.1068594 es_ES
dc.description.references Sunder, V. M. (2016). Constructs of quality in higher education services. International Journal of Productivity and Performance Management, 65(8), 1091-1111. https://doi.org/10.1108/IJPPM-05-2015-0079 es_ES
dc.description.references Swanson, D. J., & Creed, A. S. (2014). Sharpening the focus of force field analysis. Journal of Change Management, 14(1), 28-47. https://doi.org/10.1080/14697017.2013.788052 es_ES
dc.description.references White, W. F. (1991). Participatory action research. New York: SAGE publications. https://doi.org/10.4135/9781412985383 es_ES
dc.description.references Wooddell, V.(2009). Employee empowerment, action research and organizational change: A case study. Organization Management Journal, 6(1), 13-20. https://doi.org/10.1057/omj.2009.10 es_ES
dc.description.references Yermakova, S. (2016). Fundamental aspects of implementing lean production into educational process of higher technical educational institutions. Science and Education(1), 62-66. https://doi.org/10.24195/2414-4665-2016-1-14 es_ES
dc.description.references Young, M. (2011). The continuous improvement grid: An empirical investigation into the effectiveness of a systems, and action research, based continuous improvement intervention, for 'new' organisation development. Systemic Practice and Action Research, 24(5), 453-478. https://doi.org/10.1007/s11213-011-9195-7 es_ES


Este ítem aparece en la(s) siguiente(s) colección(ones)

Mostrar el registro sencillo del ítem