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Method and Psychological Effects on Learning Behaviors and Knowledge Creation in Quality Improvement Projects

Lally School of Management and Technology, Rensselaer Polytechnic Institute, 110 Eighth Street, Troy, New York 12180
Operations and Management Science Department, Carlson School of Management, University of Minnesota, Minneapolis, Minnesota 55455
Operations and Management Science Department, Carlson School of Management, University of Minnesota, Minneapolis, Minnesota 55455
chooa{at}rpi.edu
klinderman{at}csom.umn.edu
rschroeder{at}csom.umn.edu

This study investigates two mechanisms of knowledge creation—one that is method driven and the other that is psychologically driven. Results show that the two mechanisms have different effects on the learning behaviors and knowledge created in Six Sigma projects. The method mechanism directly influences learning behaviors, while the psychological mechanism directly affects knowledge creation. The effects of both mechanisms on knowledge creation are complementary, yet independent. Findings suggest that the value of adhering to a method may lie in modifying the learning behaviors that subsequently create knowledge. When a firm adopts a quality program such as Six Sigma, the method and the degree of its adherence can shape how the firm innovates and creates knowledge.

Key Words: knowledge management; organizational learning; quality improvement projects; Six Sigma
History: Received: July 23, 2004;

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