The role of organizational motivation and coordination in continuous improvement implementations: an empirical research of improvement project success

The paper aims to elicit the understanding of process improvement (PI) project success by researching the effects of organizational- motivation and coordination in continuous improvement (CI) implementations in the financial services sector. The data analyzed using structural equation modeling (SEM) comes from a sample of 198 survey respondents in financial service organizations that have implemented CI. This research shows that a strong organizational motivation is driving the embeddedness of PI methodology in, and alignment with the CI implementation of, the organization and thus affecting PI project success. In addition, central coordination is found to affect the alignment of the organization to the CI implementation activities and objectives and affects PI project success. These findings show how the organizational level constructs of organizational- motivation and coordination affect PI project success following the mediating constructs of alignment, embeddedness, and routinization specifically in the context of financial services. Thus, the work provides a better understanding of how organizational level drivers affect the organizational context of PI projects and consequently affect PI project success. There is little empirical research on determinants of PI project success. Our work explains how factors in the organizational context in which PI projects take place are affecting project outcome.

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