Continuous improvement: challenges for the project-based organization

Abstract

Purpose

There are limited studies of continuous improvement (CI) from the perspective of a project-based organization (PBO). Hence, the purpose of this paper is to explore challenges that PBOs may encounter when applying CI.

Design/methodology/approach

An exploratory and qualitative approach has been used, involving six management teams in six different PBOs, using focus groups interviews as data collecting method.

Findings

A high degree of autonomy among project managers seems to limit a collective approach to project management in PBOs. As a consequence the overall PBO performance becomes subordinate to the individual project performance—an approach opposite to that of CI. Further, the management teams themselves seem to uphold a project focus, also complicating improvement initiatives from a PBO-perspective.

Research limitations/implications

The management teams have been the unit of analysis, where the PBOs mainly conduct projects in an engineering and construction context, and are located in the same country and region. This approach enables the thorough study of a phenomenon, while preconditions for generalization are limited. However, the findings could be used by researchers as a basis for more in-depth studies of specific challenges, and for making surveys to obtain generalization of results.

Practical implications

The results can induce awareness and understanding of different challenges if applying CI in a PBO, hence a starting point for finding ways to overcome these challenges.

Originality/value

The article contributes to an increased understanding of challenges that PBOs may encounter when applying CI, confirming and presenting additional findings compared to previous studies.

Citation

Backlund, F. and Sundqvist, E. (2018), "Continuous improvement: challenges for the project-based organization", International Journal of Quality & Reliability Management, Vol. 35 No. 7, pp. 1306-1320. https://doi.org/10.1108/IJQRM-12-2016-0229