The roles of training in CI implementation: a Q-methodological approach

Purpose Training is considered a cornerstone intervention in the adoption and implementation of continuous improvement (CI). Yet despite the extensive investment of resources required, the purpose and content of CI training programs as mechanisms for CI implementation have received little attention. The purpose of this study is to identify approaches to integrating training in CI implementation. Design/methodology/approach Q-methodology, a research approach that combines quantitative and qualitative methods was used in combination with semi-structured interviews to identify patterns in the viewpoints on the role of training in CI implementation. Based on a sample of 41 organizations, each represented by key informants, three perspectives on training activities in the context of CI implementation were identified. Findings Our study contributes to CI implementation research by specifying the mechanisms through which training contributes to successful CI implementation. First, training can be used to promote organizational change, by linking the why of CI to the organizational strategy. Second, training can be used as a mechanism for knowledge transfer, when CI is primarily implemented through projects. Third, training can be an avenue for inducing change through leadership. Originality/value The study shows how the context of CI implementation should inform the purpose, timing, audience and content of the training program, so that training activities contribute effectively to the success of CI implementation. These findings contribute to CI literature by elucidating the role that training plays in the implementation of CI and linking it to contextually relevant variables.