Handbook of Management Scales/Leadership involvement in quality
Leadership involvement in quality (composite reliability = 0.86)[edit | edit source]
Description[edit | edit source]
The authors identify improvement and innovation as two critical plant level capabilities. These capabilities are each conceptualized as a second-order factor and measured through a distinct bundle of routines. The following routines underlying improvement capabilities are identified: continuous improvement, process management, and leadership involvement in quality. The routines closely related to improvement capability are: search for new technologies, cross-functional product design, and processes and equipment development. The items to measure each routine were selected based on a review of the relevant literature. Items were included that have been used in prior studies. A panel of five academic researchers and managers with expertise in manufacturing operations reviewed each of the items.
Items[edit | edit source]
- All major department heads within the plant accept their responsibility for quality.
- Plant management provides personal leadership for quality products and quality improvement.
- Our plant management creates and communicates a vision focused on quality improvement.
- Our plant management is personally involved in quality improvement projects.
Source[edit | edit source]
- Peng et al. (2008): Linking routines to operations capabilities: A new perspective. Journal of Operations Management, Vol. 26, No. 6, pp. 730-748. Based on: Ketokivi and Schroeder (2004).
Comments[edit | edit source]
Given that a 7-point Likert scale was used ("4" indicating "neutral"), the mean value (5.65) is quite high. Therefore, the wording might be changed (e.g., "is always personally involved" rather than "is personally involved").