The role of employees' participation and managers' authority on continuous improvement and performance

Purpose Drawing on the theoretical concept of organisational fit, this paper questions relevance employees' participation in link between continuous improvement (CI) and operational performance. The literature has long emphasised that to be successful, CI implementation needs rely involvement as soon its inception. This argues approach is not generalisable. Design/methodology/approach Based a database 330 firms across 15 countries, regression analyses were used hypothesise fit employee positively associated with performance, centralisation authority negatively authors also ran robustness check polynomial response surface methodology. Findings CI–employee suggesting there less need for employees involved when firm scarcely developed CI. Employee becomes gradually more relevant progresses. Moreover, results demonstrate CI–centralisation top-down management centralised preferable low, whereas bottom-up helpful extensively Originality/value research draws explore relationships internal practices operations literature. suggest managers should dynamically balance improves. study highlights different evolutionary levels require managerial approaches practices.