Integrating design for lean six sigma (DFLSS) with the stage gate phases of the innovation management assessment framework (IMAF)

Abstract

PurposeThe purpose of this study is to investigate the influence of design for lean six sigma (DFLSS) on operational functions of the innovation management model by appraising an innovation management assessment framework.Design/methodology/approachAn empirical approach for evaluating causal relationships among various constructs in the model phases that identify optimum pathways in achieving commercial success was adopted. A quantitative analysis of survey data were collected from large, medium and small organiations, including incubators in ANZ (Australia, New Zealand) and TMSV (Thailand, Malaysia, Sri Lanka and Vietnam).FindingsThe structural equation modelling recursive path analysis results of the model provide empirical evidence and pathways through the various constructs considered in the model. All these pathways lead to delivering optimum commercialization success (CS). Furthermore, DFLSS is confirmed as an enabler and has direct one-to-one and indirect influence on all the operational function constructs of the model including commercial success.Research limitations/implicationsThis study had a relatively small sample size of completed responses obtained from the population and a constrained ability to compare commercialization success (CS) between the two regions in the dataset. Future studies could be conducted on a global scale to increase responses.Practical implicationsThe research findings enabled the development of important and practical guidelines for managers and innovation practitioners engaged in planning and management of innovation.Originality/valueThis research offers a holistic approach for integrating DFLSS with stage gate phases of innovation management assessment framework, supported by empirical evidence, to aid organizations in effectively managing the innovation process and achieving greater success in commercialization.