Six sigma: A goal-theoretic perspective

By R. G. Schroeder, K. Linderman, Srilata Zaheer, Adrian S. Choo. 2003

925 citations recorded by the source corpus.

Subfields: Management Information Systems, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5a46b83f5a5e1abe18541550771f2a0327c9a920

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. Eve D. Rosenzweig
2. G. Easton
3. Jeroen de Mast
4. Joran Lokkerbol
5. Thomas J. Douglas
6. Lawrence D. Fredendall
7. Xingxing Zu
8. Peter T. Ward

In Management of Technology and Innovation

1. Eve D. Rosenzweig
2. Jeroen de Mast
3. G. Easton
4. Joran Lokkerbol
5. Susan Meyer Goldstein
6. R. G. Schroeder
7. K. Linderman
8. Mohan V. Tatikonda

In Strategy and Management

1. Eve D. Rosenzweig
2. G. Easton
3. Jeroen de Mast
4. Joran Lokkerbol
5. Thomas J. Douglas
6. Lawrence D. Fredendall
7. Xingxing Zu
8. Elliot Bendoly

Citations in the corpus

• Dynamic capabilities through continuous improvement infrastructure (2009, background): “Toward this end, it is important that the CI infrastructure incorporate mechanisms for the selection and prioritization of projects and for tracking the effectiveness of projects (Linderman et al., 2003).”
• An analysis of the Six Sigma DMAIC method from the perspective of problem solving (2012, methodology): “Six Sigma is defined by Linderman et al. (2003) as ‘‘(y) an organized and systematic method for strategic process improvement and new product and service development that relies on statistical methods and the scientific method to make dramatic reductions in customer defined defect rates.’’”
• Identification (2004, neutral): “Six Sigma has a well-documented history, having been introduced by Motorola in 1988 (Schroeder et.al., 2004).”
• Bodies of Knowledge for Research in Behavioral Operations (2009, background): “Linderman et al. (2003) further emphasize how goal specification in six sigma projects can promote alignment and drive performance.”
• An overview of continuous improvement: from the past to the present (2005, neutral): “Six sigma has been defined as " an organized and systematic method for strategic process improvement and new product and service development that relies on statistical methods and the scientific method to make dramatic reductions in the customer defined defect rates " (Linderman et al., 2003).”
• The Role of Culture as Driver of Quality Management and Performance: Infrastructure Versus Core Quality Practices (2008, background): “Linderman et al. (2003) assert that specifying ambitious, yet reachable goals is critical to the success of Six Sigma quality programs.”
• Six Sigma: Definition and underlying theory (2008, background): “Currently, there are many books and articles on Six Sigma written by practitioners and consultants and only a few academic articles published in scholarly journals (Linderman et al., 2003, 2004).”
• The evolving theory of quality management: The role of Six Sigma (2008, methodology): “Plan–Do–Check–Act (PDCA) cycle, but Six Sigma specifies the QM tools and techniques to use within each step, which is unique to Six Sigma (Linderman et al., 2003).”
• The role of experience in six sigma project success: An empirical analysis of improvement projects (2012, methodology): “The DMAIC framework, together with supporting statistical (e.g., design of experiments) and non-statistical (e.g., flow charts) analysis tools, is key to learning and improvement in six sigma and thus to achieving project goals (Linderman et al., 2003, 2006; Zu et al., 2008).”