Online from: 1988
Subject Area: Managing Quality
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|Title:||A conceptual framework for integrating six-sigma and strategic management methodologies to quantify decision making|
|Author(s):||Shawnta S. Friday-Stroud, (School of Business and Industry, Florida Agricultural and Mechanical University, Tallahassee, Florida, USA), J. Scott Sutterfield, (School of Business and Industry, Florida Agricultural and Mechanical University, Tallahassee, Florida, USA)|
|Citation:||Shawnta S. Friday-Stroud, J. Scott Sutterfield, (2007) "A conceptual framework for integrating six-sigma and strategic management methodologies to quantify decision making", The TQM Magazine, Vol. 19 Iss: 6, pp.561 - 571|
|Keywords:||Decision making, Quantitative methods, Six sigma, Strategic management, Strategic objectives|
|Article type:||Conceptual paper|
|DOI:||10.1108/09544780710828412 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to present a conceptual framework for merging the strategic management process, the managerial decision-making process and the six-sigma process into a single, unified decision model.
Design/methodology/approach – The methodology involves each of the three decision-making processes, noting their similarities and differences, and arguing from the similarities that a single unified model will result in superior decisions.
Findings – The findings were that a single, unified model is possible and the resulting model is presented in the paper.
Research limitations/implications – Since this research results in a conceptual model only, it remains to be tested in actual practice. This testing is intended for a later paper.
Practical implications – If the testing of the model in practice results in superior decisions, the practical implications of the paper would be use of the Friday-Stroud/Sutterfield model in practice for better management decisions.
Originality/value – The paper presents an original model, which results from merging the three-decision-making process.
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