Systematic reviews (SRs) are time and resource intensive, requiring approximately 1 year from protocol registration to submission for publication. Our aim was to describe the process, facilitators, ...and barriers to completing the first 2-week full SR.
We systematically reviewed evidence of the impact of increased fluid intake, on urinary tract infection (UTI) recurrence, in individuals at risk for UTIs. The review was conducted by experienced systematic reviewers with complementary skills (two researcher clinicians, an information specialist, and an epidemiologist), using Systematic Review Automation tools, and blocked off time for the duration of the project. The outcomes were time to complete the SR, time to complete individual SR tasks, facilitators and barriers to progress, and peer reviewer feedback on the SR manuscript. Times to completion were analyzed quantitatively (minutes and calendar days); facilitators and barriers were mapped onto the Theoretical Domains Framework; and peer reviewer feedback was analyzed quantitatively and narratively.
The SR was completed in 61 person-hours (9 workdays; 12 calendar days); accepted version of the manuscript required 71 person-hours. Individual SR tasks ranged from 16 person-minutes (deduplication of search results) to 461 person-minutes (data extraction). The least time-consuming SR tasks were obtaining full-texts, searches, citation analysis, data synthesis, and deduplication. The most time-consuming tasks were data extraction, write-up, abstract screening, full-text screening, and risk of bias. Facilitators and barriers mapped onto the following domains: knowledge; skills; memory, attention, and decision process; environmental context and resources; and technology and infrastructure. Two sets of peer reviewer feedback were received on the manuscript: the first included 34 comments requesting changes, 17 changes were made, requiring 173 person-minutes; the second requested 13 changes, and eight were made, requiring 121 person-minutes.
A small and experienced systematic reviewer team using Systematic Review Automation tools who have protected time to focus solely on the SR can complete a moderately sized SR in 2 weeks.
This article develops a model of practice-driven institutional change—or change that originates in the everyday work of individuals but results in a shift in field-level logic. In demonstrating how ...improvisations at work can generate institutional change, we attend to the earliest moments of change, which extant research has neglected; and we contrast existing accounts that focus on active entrepreneurship and the contested nature of change. We outline the specific mechanisms by which change emerges from everyday work, becomes justified, and diffuses within an organization and field, as well as precipitating and enabling dynamics that trigger and condition these mechanisms.
The purpose of this study is to investigate the impact of adopting Six Sigma on corporate performance. Although there is a fairly large and growing body of anecdotal evidence associated with the ...benefits of implementing Six Sigma, there is very little systematic and rigorous research investigating these benefits. This research extends previous research in several important ways including utilizing a sample of 84 Six Sigma firms that represent a wide variety of industries and firm characteristics, utilizing rigorously constructed control groups to ensure the validity of our comparisons and conclusions, and investigating the impact of adopting Six Sigma on corporate performance over a ten year period. To carry out this investigation, the event study methodology is employed. The ten year period consists of three years prior to Six Sigma implementation, the event year corresponding to the year Six Sigma is adopted, and six years post Six Sigma implementation. To assess the impact of adopting Six Sigma on corporate performance we utilize commonly used measures including Operating Income/Total Assets (OI/A), Operating Income/Sales (OI/S), Operating Income/Number of Employees (OI/E), Sales/Assets (S/A), and Sales/Number of Employees (S/E). The sample Six Sigma firms are compared to different benchmarks including the overall industry performance and to the performance of carefully selected portfolios of control firms. The results of the study indicate that adopting Six Sigma positively impacts organizational performance primarily through the efficiency with which employees are deployed. More specifically, enhanced employee productivity results were observed in both static analyses that assessed the performance of the sample Six Sigma firms relative to their control groups at discrete points in time and dynamic analyses of the Six Sigma firms’ rate of improvement relative to the rate of improvement of their control groups. Benefits in terms of improved asset efficiency were not observed. Finally, there was no evidence that Six Sigma negatively impacts corporate performance.
Organizational ambidexterity describes firms' ability to pursue exploration and exploitation strategies simultaneously. It is, however, unclear if young SMEs should seek to develop organizations with ...this ability or if they are better off focusing on just one strategy. To shed light on this matter, this paper investigates the interaction between entrepreneurial orientation (EO) (organic organizing) and process improvement (mechanistic organizing) in relation to firm growth in young SMEs (small and medium-sized enterprises). We hypothesize that both types of strategies can produce growth for young SMEs but that, due to their incompatibility, young SMEs do not have the resources needed to successfully pursue them both. We test these hypotheses on a sample of 257 young Danish SMEs. Our results confirm that both EO and process improvement have a positive effect on firm growth. The results further show that while process improvement has a considerable positive effect in low EO firms, for high EO firms, this effect is minimal. Thus, high EO firms may waste important resources by putting too much effort into process improvement initiatives.
Flexible work accommodations provided by employers purport to help individuals struggling to manage work and family demands. The underlying model for change is accommodation—helping individuals ...accommodate their work demands with no changes in the structure of work or cultural expectations of ideal workers. The purpose of this article is to derive a Work Redesign Model and compare it with the Accommodation Model. This article centers around two change initiatives—Predictability, Teaming and Open Communication and Results Only Work Environment—that alter the structure and culture of work in ways that enable better work and better lives.
Abstract Background More than 50 process-based approaches, methods, and techniques have been developed in recent decades to achieve more efficient operation of organizational systems. Due to ...increasingly rapid changes in the business environment, the question of which method or technique will have the most significant impact on increasing the organizational system’s competitive advantage is becoming increasingly important. Purpose In the presented research, we focused on identifying methods and techniques often cited in the literature and most often used in practice as efficient for improving business processes. Methods We prepared a 4-phase structured review of the available literature and supported the findings with survey research. Results and Conclusion Based on the results, we designed a set of appropriate, most frequently used, and efficient methods and techniques for improving business processes. The completed research can serve as a starting point for answering the question about the appropriate methods and techniques for the chosen approach. In continuing the research, it would be reasonable to check other properties and the use of methods and techniques.
This paper demonstrates that patterns of action are a fruitful basis for an empirical science of organizational routines by analyzing data from the invoice processing routines in four Norwegian ...organizations. Invoice processing is a highly institutionalized activity, governed by accounting rules and subject to audit. These four organizations use the same technology for the same task, yet the patterns of action generated by the routines are significantly different. We analyze the patterns in terms of individual events, pairs of events, and whole sequences of events, and at two different levels of abstraction. We discuss the implications of this approach for theories of routines as genes, and for an empirical science of organizational routines.
We propose that employees craft their jobs by changing cognitive, task, and/or relational boundaries to shape interactions and relationships with others at work. These altered task and relational ...configurations change the design and social environment of the job, which, in turn, alters work meanings and work identity. We offer a model of job crafting that specifies (1) the individual motivations that spark this activity, (2) how opportunities to job craft and how individual work orientations determine the forms job crafting takes, and (3) its likely individual and organizational effects.
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