scholarly journals Influence of top management commitment towards the effective implementation of TQM in Iraqi oil companies

2021 ◽  
Vol 11 (4) ◽  
pp. 2039-2053
Author(s):  
Abbas Abdulhameed Aletaiby ◽  
Akila Pramodh Rathnasinghe ◽  
Pramodh Kulatunga
Keyword(s):  
Influential Factor ◽  
Top Management ◽  
Research Approach ◽  
Total Quality ◽  
Oil Companies ◽  
Effective Implementation ◽  
Management Commitment ◽  
Top Management Commitment ◽  
The Relationship

AbstractBy raising performance, Total Quality Management (TQM) transforms any industry that is in a state of substantial structural change and facing increased competition. However, Iraq as one of the main global oil suppliers is still lagging on the TQM journey due to decreasing quality levels, particularly in management systems. Thus, this study aims to facilitate TQM in Iraqi Oil Companies by reviewing the TQM practices and the significance of Top Management Commitment (TMC) towards eliminating the barriers for implementation. To achieve this aim, the study utilises a mixed research approach and a single holistic case study strategy by triangulating literature and data collected from one of the leading Iraqi oil companies. The research identified TMC as the most influential factor for effective TQM implementation and six barriers. Furthermore, the research reveals the relationship between the top management commitment required for successful TQM implementation and barriers in that journey. This study will be the first of its kind in the Iraqi oil industry which will lead to a better understanding of TQM practices in Iraq and will encourage other researchers to extend this study through further work.

scholarly journals TOTAL QUALITY MANAGEMENT PRACTICES AND PERFORMANCE OF HIV/AIDS PROJECTS IN RWANDA - A CASE OF AIDS HEALTH CARE FOUNDATION

2021 ◽  
Vol 6 (3) ◽  
Author(s):  
Walter Nyakundi Matoke ◽  
Eugenia Nkechi Irechukwu
Keyword(s):  
Total Quality Management ◽  
Employee Involvement ◽  
Project Managers ◽  
Top Management ◽  
Total Quality ◽  
Management Commitment ◽  
Top Management Commitment ◽  
And Performance ◽  
And Training ◽  
Hiv Aids

Rwanda’s Vision 2030 puts healthcare as one of its integral pillars. HIV/AIDS is one of the biggest challenges in the health sector and Rwanda’s economy at large since the disease led to reduction of labour supply and productivity as well as increased government expenditure on importation of expensive healthcare goods. Total quality management is one of the key factors that affect the success of projects and has gained popularity among project managers overtime. This study sought to investigate total quality management practices and performance of HIV/AIDS projects in Rwanda. Specifically, the study analyzed the effects of top management commitment, employee involvement and staff training on the performance of HIV/AIDS control projects. The study is helpful to project managers in policy formulation and rational decision making. It is also helpful to the Rwandan government in making informed decisions towards achieving health care provision objectives. The donors’ confidence in funding health projects may also be boosted by the findings of this research. The study adopted descriptive and correlational research designs. A sample of 98 respondents was drawn from a population of 130 consisting of the staff and project managers of Aids Healthcare Foundation (AHF) Rwanda. Simple random sampling technique was used to select the sample size in this study. Data used was of primary nature collected using questionnaires. Quantitative and qualitative data collected were analyzed using IBM SPSS version 22 and the findings presented in tables and figures. Regression and correlation analysis were used to establish an interaction between the dependent and independent variables. Descriptive findings indicated that over 75%, 85% and 90% of respondents did agree that at top management commitment, employee involvement and training practices respectively are practiced at AHF Rwanda. Correlation findings did indicate a Pearson correlation coefficient of 0.780, 0.630 and 0.690 for top management commitment, employee involvement and training practices respectively with significance values of 0.01 for all. Lastly the betta coefficients for top management training, employee involvement and training practices were 0.163, 0.235 and 0.126 respectively with corresponding probability values of 0.011, 0.002 and 0.036 and R squared value was found to be 71.5%. The study concluded that TQM including top management commitment, employee involvement and training are practiced largely at Aids Healthcare Foundation. Hence, a strong positive significant relationship between TQM practices and performance of HIV/AIDS projects in Rwanda. The study recommends AHF project managers to focus more on TQM practices, particularly management commitment on project activities, involvement of other employees in decision making and creating an enabling working environment and lastly, they should consider enhancing human resource training as a way to enhance project performance. Additionally, the government and the donors should ensure that TQM practices are implemented in the healthcare projects in order to realize positive results from such projects. JEL: I10; I18; J21 <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0770/a.php" alt="Hit counter" /></p>

scholarly journals Using a Social Capital Lens to Identify the Mechanisms of Top Management Commitment: A Case Study of a Technology Project

2018 ◽  
Vol 49 (1) ◽  
pp. 79-95 ◽  
Author(s):  
Kwasi Amoako-Gyampah ◽  
Jack Meredith ◽  
Kathy White Loyd
Keyword(s):  
Social Capital ◽  
Technology Implementation ◽  
Large Scale ◽  
Project Success ◽  
Social Capital Theory ◽  
Future Research ◽  
Top Management ◽  
Management Commitment ◽  
Top Management Commitment

The implementation of large-scale technology projects is still fraught with failures resulting in tremendous costs to organizations. One of the factors that is widely recognized as critical for achieving technology implementation success (and, for that matter, projects in general) is top management commitment. The actual mechanisms by which top management impacts project success, however, have not received much attention in the project management literature. We use a case study approach here to illustrate how social capital theory provides a useful lens for understanding how top management's actions impact project success and show how project success is strengthened by the enhancement of social capital through top management commitment. We employ causal maps to clarify, illustrate, and visualize the complex interactions between top management commitment and social capital in facilitating project success. This study contributes to the literature and theory on the mechanisms by which top management commitment influences project success by offering propositions for future research.

scholarly journals Top management commitment for successful small and medium-enterprises(SMEs): A hoax or a reality?

2016 ◽  
Vol 12 (4) ◽  
pp. 259 ◽  
Author(s):  
Ndiritu Caroline ◽  
Kidombo Harriet ◽  
Ndiritu Anne
Keyword(s):  
Small And Medium Enterprises ◽  
Target Population ◽  
Top Management ◽  
Total Quality ◽  
Youth Group ◽  
Management Commitment ◽  
Group Projects ◽  
Top Management Commitment ◽  
And Performance ◽  
Medium Enterprises

The role of small and medium enterprises in any country’s economic development cannot be under estimated. It is important for all countries especially the developing ones to note that the key to having a sustained development is to improve the performance of small and medium enterprises (SMEs). This ensures economic growth is inclusive of all people. The success of these enterprises should be the concern of all governments that are interested in not only alleviating poverty as a major threat to sustainable development. The purpose of this study was to investigate the influence of top management commitment as a Total Quality Management (TQM) practice on performance of small and medium enterprises. The study concentrated on youth group projects in Kajiado north sub county, Kajiado County, Kenya. Youth projects were randomly selected from Kajiado north sub-county, in five wards. The study used mixed method approach in the data collection and analysis, to capture both the qualitative and quantitative data. The design is descriptive. The target population was 210 youth that were involved in youth group projects. Spearman’s correlation was used to test the relationship between the variables. The analyses indicated that there is significant relationship between top management and performance.

scholarly journals THE INFLUENCE OF TOP MANAGEMENT COMMITMENT ON FIRM PRODUCTIVITY THROUGH TOTAL QUALITY MANAGEMENT AND MANAGEMENT ACCOUNTING INFORMATION SYSTEM

2012 ◽  
Vol 3 (2) ◽  
Author(s):  
Roebiandini Soemantri
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Significant Influence ◽  
Management Accounting ◽  
Accounting Information ◽  
Top Management ◽  
Total Quality ◽  
Accounting Information Systems ◽  
Management Commitment ◽  
Top Management Commitment

This study examines the influence of top management commitment on firm productivity through implementation of total quality management and management accounting information systems. The research employed explanatory survey method. Data for this studywere drawn from a survey 73 Indonesia Manufacturing Firms having sertification of ISO 9000 series from 2004 up to 2006. The respondents of this research are production manager of each firm. Data were collected by indirect communication based on a questionnaireand study of documentation. Descriptive statistics were used to data analysis based on weighted mean score and path analysis. This studyused primary data and secondary data. The results are as follows : (1) there is a positive and significant influence of top management commitment toward implementation of total quality management; (2)there is a positive and significant influence of top managementcommitment on management accounting information systems; (3) there is a positive and significant influence of implementation of total quality management and management accounting information systems to firm productivity; (4) there is a positive and significant influence of top management commitment to firm productivity through implementation of total quality management; (5) there is a positive and significant influence of top management commitment to productivity through management accounting information systems; (6) there is a positive and significant influence of top management commitment on firm productivity through implementation of total quality management and management accounting information systems.

Road map for the implementation of green manufacturing practices in Indian manufacturing industries

2017 ◽  
Vol 24 (5) ◽  
pp. 1386-1399 ◽  
Author(s):  
Abhijeet K. Digalwar ◽  
Nidhi Mundra ◽  
Ashok R. Tagalpallewar ◽  
Vivek K. Sunnapwar
Keyword(s):  
Green Manufacturing ◽  
Structural Relationship ◽  
Manufacturing Industries ◽  
Top Management ◽  
Successful Implementation ◽  
Content Type ◽  
Effective Implementation ◽  
Road Map ◽  
Management Commitment ◽  
Top Management Commitment

Purpose Green manufacturing (GM) has received growing attention in the last few years. As today’s business environment is highly competitive, dynamic and volatile in nature, GM is seen as the winning strategy to be adopted by manufacturers. In this scenario, successful implementation of GM by manufacturers can give them an edge over their competitors. The purpose of this paper is to identify and develop the structural relationship among different factors for the successful implementation of GM. Design/methodology/approach A questionnaire-based survey and interpretive structural modeling (ISM) approach has been applied in this study. In this research, 12 factors have been identified, such as top management commitment, supplier and materials management, green product and process design, employee training and empowerment, etc. On the basis of survey results and opinions of experts from industry and academia, a structural relationship model has been developed through an ISM approach. Findings Top management commitment has the highest driving power for the implementation of GM. Effective implementation of GM will improve organization performance in terms of product cost and quality. For effective implementation of GM, management should not ignore development of people, product and processes. Practical implications The developed model will be useful to managers, decision makers and practitioners of GM in prioritizing their resources more effectively. Originality/value Critical success factor play a pivotal role for the assessment and implementation of GM practices. Identification of key success factors and their mutual relationship can help in implementation of GM practices in various organizations. It is probably one of the leading attempts to provide road map to the implementation of GM practices in Indian manufacturing industries.

Top management commitment, corporate social responsibility and green human resource management

2019 ◽  
Vol 26 (6) ◽  
pp. 2051-2078 ◽  
Author(s):  
M.-Y. Yusliza ◽  
Nurul Aimi Norazmi ◽  
Charbel José Chiappetta Jabbour ◽  
Yudi Fernando ◽  
Olawole Fawehinmi ◽  
...  
Keyword(s):  
Corporate Social Responsibility ◽  
Human Resource Management ◽  
Human Resource ◽  
Top Management ◽  
Content Type ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Green Human Resource Management ◽  
Corporate Social ◽  
The Relationship

Purpose The purpose of this paper is to analyse the relationship between top management commitment, corporate social responsibility (CSR) and green human resource management (GHRM). Design/methodology/approach A self-administered questionnaire was adopted to perform a systematic collection of data from manufacturing and service organisations in Malaysia. The partial least squares method was used for the conceptual framework of the study. Findings The observed findings indicate a significant positive relationship between top management commitment and CSR, as well all dimensions of GHRM. However, counterintuitively, the relationship between CSR and GHRM was found not to be as significant as expected (except for CSR and green analysis/job description), which can be explained through the emerging perspective that CSR and HRM should be linked. Research limitations/implications The findings provide insights as to the nature of GHRM and how it is affected by CSR and top management commitment in an emerging economy – in this particular study, Malaysia. Moreover, the observed results highlight the crucial importance of top management commitment in implementing GHRM practices and CSR efficiently in order to create positive environmental performance. Originality/value The authors believe that, to date, no study has explored the links between top management commitment, CSR and GHRM using empirical data from Malaysia, as well as that this research is an important emerging topic for researchers, academicians and practitioners.

scholarly journals Top Management, Green Innovations, and the Mediating Effect of Customer Cooperation in Green Supply Chains

2019 ◽  
Vol 11 (4) ◽  
pp. 1031 ◽  
Author(s):  
Umar Burki ◽  
Pervin Ersoy ◽  
Usama Najam
Keyword(s):  
Supply Chain ◽  
Negative Impact ◽  
Customer Relationships ◽  
Mediating Effect ◽  
Top Management ◽  
Mediating Role ◽  
Management Commitment ◽  
Top Management Commitment ◽  
The Impact ◽  
The Relationship

This study examines the mediating role of customer cooperation in green supply chain relationships. Employing 181 manufacturer–customer relationships, we test the mediating effect of customer cooperation on the process and managerial innovations. As proposed, customer cooperation positively mediates the relationship between top management commitment and process innovation. However, customer cooperation fails to mediate the relationship between top management commitment and managerial innovation. The findings suggest that the magnitude of customer cooperation increases the adoption of green innovations between supply chain partners to mitigate the negative impact on the environment. Furthermore, customer cooperation enforces a sense of mutuality between supply chain partners to diminish the impact of carbon footprint.

scholarly journals Managing sustainability knowledge in the Canadian mining industry

2021 ◽  
Author(s):  
Waad K. Ali
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Mining Industry ◽  
Top Management ◽  
Structured Interviews ◽  
Effective Implementation ◽  
Km Strategy ◽  
Management Commitment ◽  
Top Management Commitment

This study was undertaken in order to identify and discuss KM techniques that are used to manage sustainability knowledge in the Canadian Mining Industry. Semi-structured interviews were conducted with 15 sustainability executives in the Canadian mining industry. The findings show that few mining firms are reaping the full benefits of knowledge management in terms of codifying tacit knowledge, providing employees with the necessary resources to contribute to the organization's knowledge, retaining project knowledge, establishing KM roles and a KM strategy and monitoring the success of KM. The difficulties of managing sustainability knowledge as expressed by the firms interviewed in this study can be overcome by effective implementation of knowledge management. Effective implementation of knowledge management will need to be governed by top management commitment and the ability of the organization to make changes in strategic programs and adopting the necessary behaviors that facilitate KM.

scholarly journals Quality is Never an Accident: A Survey on the Total Quality-Management Practices amongst Selected Higher Education Institutions in the Philippines

2021 ◽  
Vol 20 (10) ◽  
pp. 23-41
Author(s):  
Glenn S. Cabacang
Keyword(s):  
Higher Education ◽  
Quality Management ◽  
Strategic Planning ◽  
Total Quality Management ◽  
Higher Education Institutions ◽  
The Philippines ◽  
Top Management ◽  
Total Quality ◽  
Management Commitment ◽  
Top Management Commitment

Total Quality Management (TQM) is regarded as a gauge of university management, in order to maintain global standards. This study examined Total Quality-Management (TQM) implementation and the practices of higher education institutions in the Philippines. It utilized a cross-sectional survey-study design to 347 respondents recruited from the total population of 3847 administrators and academic members of nine selected institutions in the Philippines. The measure of TQM adoption and practices was extracted from several sources of previous TQM researches. This study was done for six months. The analyzation and interpretation of the data were done by using descriptive and inferential statistics. The results indicated that participating Filipino HEIs had a high degree of adoption on top-management commitment, Teaching and Learning Delivery Modes, campus amenities, system and process management, customer satisfaction, and linkages. In contrast, the HEIs have a modest degree of acceptance in strategic planning and Data Management. The test of differences indicated that strong confirmation to top management commitment and strategic planning as indicators of TQM is significantly more evident in private-type HEIs; and it was placed at the university level, when compared to those of the provincial and national HEIs. The findings provide some practical implications to further enhance Filipino HEIs in the advent of the Fourth Industrial Revolution.

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