Sustaining Continuous Improvement: A Longitudinal and Regional Study

This paper presents the results of a longitudinal study of four continuous improvement (CI) leader companies in two different global regions. The goal of the research was to understand how employee perception of different factors that impact the long‐term sustainability of the CI process mightchange over time. Quantitative data analysis was used to capture and statistically analyse employee perceptions by CI factor, time, and geographical location. After validation and reduction techniques were applied to the research model, five factors were singled out: change management, strategic planning, knowledge management, performance management,and sustainability of the CI process. For two of the fourcompanies, no changes in perception were found during the period of study for any of the factors. For the other two, however, changes were perceived in at least one of the five constructs in the study. Changes were also found across the regions included. By leveraging the quantitative analysis with qualitative data collected through interviews and visits to the case study companies, we were able to explain the changes in perception and single out the best CI management process to sustain CI in the long term