Continuous, quality and process improvement: disintegrating and reintegrating operational improvement?

Recent interest in strategic initiatives, in particular Six Sigma, appear to relate to three forms of improvement: continuous improvement, quality improvements and process improvement. The similarities between these approaches have led to some confusion within the literature and raise the question whether these approaches are tautological. This paper argues against this by firstly exploring the nuances of these three areas. Based upon a systematic literature review of operations management journals, insight is developed by exploring the three terms individually and then in combination, resulting in the presentation of a number of research propositions to guide further research. To extend our understanding of operational improvement, organisational learning is identified as a common theoretical perspective employed within each of the three forms of improvements. Organisational learning is subsequently utilised to underpin the relationship between the three terms, highlighting the need for both operational and strategic improvement, drawing upon strategic management literature. These are presented in the form of a conceptual model, in addition to further research propositions. The paper concludes by presenting future research opportunities identified by the work in the form of construct development, exploratory case study research and survey work to test the presented model and propositions.