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Exploring Lean Six Sigma as Dynamic Capability to Enable Sustainable Performance Optimisation in Times of Uncertainty

Author

Listed:
  • Vera Ndrecaj

    (Cardiff School of Management, Cardiff Metropolitan University, Western Avenue, Cardiff CF5 2YB, UK)

  • Mohamed Ashmel Mohamed Hashim

    (Cardiff School of Management, Cardiff Metropolitan University, Western Avenue, Cardiff CF5 2YB, UK)

  • Rachel Mason-Jones

    (Cardiff School of Management, Cardiff Metropolitan University, Western Avenue, Cardiff CF5 2YB, UK)

  • Valentina Ndou

    (Campus Ecotekne, University of Salento—IBIL “Aldo Romano” Building, Via Monteroni sn, 73100 Lecce, Italy)

  • Issam Tlemsani

    (The Centre for International Business, London KT3 6DR, UK)

Abstract

The purpose of this study is to develop a nested theoretical model (LSS-DC) by critically examining two distinct theoretical concepts, including Lean Six Sigma (LSS) and Dynamic Capabilities (DC), for achieving organizational sustainable performance optimizations (PO). The robust integration of this dynamic concept is achieved using a systematic literature review, synthesis, and empirical evidence derived from 2005 to 2022. The vital benefits of LSS-DC are identified. This study utilizes a systematic literature review method adapted. It reveals the cross-sectional literature search strategy deploying selective keywords DCs, LSS, DCs and LSS, DCs and LSS and PO. In this niche domain employing descriptive and thematic analysis, key insights are extracted from the literature, encompassing a total of 21 peer-reviewed journals. The selection criteria revolve around three aspects: ‘Purpose’, ‘Authorship’, and ‘Credibility and Accuracy’. The authors gathered the secondary data from credible databases such as Scopus, Web of Science, PubMed, ERIC, and IEEE using the keyword search. The study reveals the robust integration of theoretical concepts of LSS and DCs and their impact on organisational performance. The findings suggest that integrating the micro-foundations of DCs (sensing, seizing, and transforming) with LSS allows organisations to not only identify improvement opportunities but also efficiently and effectively act upon them, ultimately leading to sustainable performance optimisation across various aspects of the business. The specific type of DC integration with LSS depends on the organisation’s goals and priorities. The findings of this study are subjective to some extent due to the applied research methodology. Further empirical research is needed to gain a deeper understanding of the phenomenon. This study considers LSS as DC providing an empirical (LSS-DCs) model for sustainable performance optimisation. This is achieved by robustly integrating two distinct theoretical concepts derived from an extensive literature review and the analysis of the data-driven implementation. Finally, the study offers a deeper understanding in terms of how contextual organisational characteristics enhance the outcome of LSS-DC.

Suggested Citation

  • Vera Ndrecaj & Mohamed Ashmel Mohamed Hashim & Rachel Mason-Jones & Valentina Ndou & Issam Tlemsani, 2023. "Exploring Lean Six Sigma as Dynamic Capability to Enable Sustainable Performance Optimisation in Times of Uncertainty," Sustainability, MDPI, vol. 15(23), pages 1-23, December.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:23:p:16542-:d:1293862
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    References listed on IDEAS

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    Cited by:

    1. Yunxin Chen & Dong Qiu & Xiaomin Chen, 2024. "Integrating Lean Construction with Sustainable Construction: Drivers, Dilemmas and Countermeasures," Sustainability, MDPI, vol. 16(21), pages 1-23, October.

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