The role of competitive strategy in the performance impact of exploitation and exploration quality management practices

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Julen Castillo Apraiz ◽  
Nicole Franziska Richter ◽  
Jesus Matey de Antonio ◽  
Siegfried Gudergan
Keyword(s):  
Quality Management ◽  
Competitive Strategy ◽  
Structural Equation ◽  
Management Practices ◽  
Equation Modeling ◽  
Performance Impact ◽  
Content Type ◽  
Differentiation Strategy ◽  
Pharmaceutical Firms ◽  
The Impact

Purpose This study aims to advance understanding about quality management (QM) practices by clarifying how competitive strategy conditions the impacts of exploitative and explorative QM practices on performance. Design/methodology/approach The authors apply partial least squares structural equation modeling to data from a sample of German pharmaceutical firms. Findings The results show that the impact of exploitative and explorative QM practices on firm performance is contingent on the competitive strategy pursued. Explorative QM practices are significantly more relevant for firms following a differentiation strategy, whereas exploitative QM practices are significantly more relevant for cost leaders. Furthermore, for strategically ambidextrous firms that follow simultaneously a cost and a differentiation focus, the interplay of the two QM practices matters. Originality/value This paper contributes to understanding which kind of management practices, exploitative and/or explorative, have greater performance impacts under certain competitive strategy conditions.

The relationship between soft and hard quality management practices, innovation and organizational performance in higher education

2020 ◽  
Vol 32 (6) ◽  
pp. 1349-1372 ◽  
Author(s):  
Mauro Sciarelli ◽  
Mohamed Hani Gheith ◽  
Mario Tani
Keyword(s):  
Higher Education ◽  
Quality Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Management Practices ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Quality Practices ◽  
The Relationship

PurposeThis study aims to empirically investigate the effects of both soft and hard quality management (QM) on innovation and organizational performance. It also examines the mediating role of hard QM, administrative innovation and technical innovation on the relationship between soft QM and organizational performance in higher education (HE).Design/methodology/approachThe approach of this study is quantitative. The data used to test the hypotheses were obtained through online questionnaire sent to the academic staff of public universities in Naples (Italy). The hypothesized relationships are tested with data collected from 356 respondents by using the partial least squares structural equation modeling technique (PLS-SEM).FindingsThe results show that quality practices improve innovation and organizational performance, while innovation positively impacts organizational performance. The findings also indicate that soft QM affects organizational performance directly and indirectly through hard QM. Hard QM and innovation show a partial sequential mediating effect on soft QM-performance relationshipPractical implicationsIn order to implement quality management properly in HE, directors need to recognize the different roles that soft and hard QM can have on innovation and organizational performance. It is important that higher education institutions (HEIs) allocate resources to establish both types of QM practices to achieve the effectiveness of the whole QM system.Originality/valueDespite the existence of numerous studies on the relationship between QM, innovation and organizational performance in manufacturing and services, studies conducted in higher education are still few. This is one of the earliest studies that adopt the multidimensional approach of QM in HE which could help directors understand the interdependencies and different roles of soft and hard quality practices.

Impact of a firm's commitment to learning and open-mindedness on its organizational innovation among Russian manufacturing firms

2020 ◽  
Vol 15 (4) ◽  
pp. 551-569
Author(s):  
Igor Dukeov ◽  
Jukka-Pekka Bergman ◽  
Pia Heilmann ◽  
Andrey Nasledov
Keyword(s):  
Structural Equation ◽  
Transition Economy ◽  
Management Practices ◽  
Organizational Innovation ◽  
Manufacturing Firms ◽  
Equation Modeling ◽  
Innovation Activity ◽  
General Level ◽  
Content Type ◽  
The Impact

PurposeDuring the last decade, a firm's ability to innovate has gained substantial attention in the literature devoted to innovation and strategic management. This study aims at discussing on what is the relationship of a firm's commitment to learn and its open-mindedness with its activity in introducing organizational innovations. The data collection was carried out in Russia. In order to make the research more specific, the organizational innovation is broken down into two subtypes, namely innovation in management practices and innovation in workplace organization.Design/methodology/approachThe study is grounded on the data obtained by the surveying of 123 Russian top managers working in manufacturing firms. The structural equation modeling was approached in order to investigate the impact of a firm's commitment to learn and open-mindedness on its organizational innovation.FindingsThe results indicate that the commitment to learn and the open-mindedness have considerable impact on organizational innovation activity in a firm. The findings also provide evidence that both the investigated subtypes of organizational innovation are positively influenced by commitment to learn and open-mindedness, though the degree of that influence differs.Originality/valueThe literature traditionally focuses mostly on the technological type of innovation leaving the organizational innovation covered by scarce research. In this respect the study contributes to the theory of organizational innovation by elaborating its relations with organizational learning dimensions. Apart from the investigation on the research question at a general level, the study explores the specific context related to the manifestation of phenomenon in a transition economy of Russia.

scholarly journals Quality ambidexterity, competitive strategies, and financial performance

2017 ◽  
Vol 37 (10) ◽  
pp. 1496-1519 ◽  
Author(s):  
Ahmad Herzallah ◽  
Leopoldo J. Gutierrez-Gutierrez ◽  
Juan Francisco Munoz Rosas
Keyword(s):  
Financial Performance ◽  
Competitive Strategy ◽  
Structural Equation ◽  
West Bank ◽  
Equation Modeling ◽  
Competitive Strategies ◽  
The West ◽  
Content Type ◽  
Study Results ◽  
The Impact

Purpose The purpose of this paper is to examine the relationship between quality ambidexterity (QAMB), competitive strategies (cost leadership, differentiation, and focus), and firm performance in Palestinian industry, and to analyze the combination of quality exploitation (QEI) and quality exploration (QER) (QAMB) associated with the different levels of each competitive strategy. Design/methodology/approach Using data collected through a survey of 205 Palestinian industrial firms, the study conducted structural equation modeling to test the proposed relationships. Additional statistical analyses were applied to the combinations of QEI and QER for each competitive strategy. Findings The results show a positive and significant relationship between QAMB and three competitive strategies, and between competitive strategies and financial performance, focus strategy excepted. Balanced combination with similar levels of QEI and QER is found to be more suitable for higher levels of competitive strategies implementation, whereas an excess of QER over QEI is associated with lower levels of strategies implementation. Research limitations/implications Although Palestine has two regions, the West Bank and the Gaza Strip, all survey respondents were from the West Bank. The data used in this study come from the industrial sector only. Originality/value This study is the first empirical test to examine the impact of QAMB on financial performance through competitive strategies. The study results may help managers to implement QEI and QER practices in order to allocate resources effectively and ultimately improve financial performance.

scholarly journals The Impact of Knowledge Management Practices on Supply Chain Quality Management and Competitive Advantages

2016 ◽  
Vol 7 (1) ◽  
pp. 4-12 ◽  
Author(s):  
Reihaneh Azizi ◽  
Meysam Maleki ◽  
Mohsen Moradi-Moghadam ◽  
Virgilio Cruz-Machado
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Structural Equation Modeling ◽  
Quality Management ◽  
Competitive Advantage ◽  
Structural Equation ◽  
Management Practices ◽  
Equation Modeling ◽  
Knowledge Management Practices ◽  
The Impact

Abstract Achieving competitive advantage enables an organization to create a defensible position against its competitors. It also allows organizations to differentiate themselves from competitors. This study aims to investigate impact of knowledge management practices on supply chain quality management and competitive advantage in Alyaf Company, Iran. This research is functional in purpose and data gathering and data analysis is descriptive-correlation. The statistical population is consists of 25 company executives and experts in the supply chain of Alyaf Company; opinions of 68 of its members were used as a selective sample identified by simple random sampling method. Primary data was collected through questionnaire and structural equation modeling was used to assess relationships between variables. The results of structural equation modeling show a positive and significant causal relationship between knowledge management practices and supply chain quality management. Direct relationship between knowledge management and competitive advantage was not confirmed but the relationship between these two variables was confirmed indirectly.

The impact of quality management practices on innovation: an empirical research study of Brazilian manufacturing companies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lillian Do Nascimento Gambi ◽  
Fabiane Letícia Lizarelli ◽  
Alex Ribeiro Rosa Junior ◽  
Harry Boer
Keyword(s):  
Quality Management ◽  
Management Practices ◽  
Partial Least Square ◽  
Innovation Performance ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Content Type ◽  
Innovation Practices ◽  
The Impact ◽  
Positive Effect

PurposeThe aim of this study is to investigate the effects of soft and hard quality management (QM) practices on innovation performance, considering innovation practices as a contextual variable mediating this relationship.Design/methodology/approachUsing data from 132 Brazilian manufacturing companies, partial least square–structural equation modeling (PLS–SEM) is employed to test if soft and hard QM practices, directly, affect innovation practices and, indirectly, innovation performance. This investigation also aims to identify whether the relationships are maintained regardless of the size of the company.FindingsThe results suggest that soft QM has a positive effect on hard QM. However, only soft QM, not hard QM, has a significant effect on innovation practices. Additionally, soft QM has a significant positive effect on innovation performance through innovation practices. Company size does not influence the relationships.Practical implicationsThe findings can help managers to adjust their managerial practices to enhance the effective impact of QM on innovation performance.Originality/valueThe previous literature presents conflicting results on the relationship between QM and innovation performance. Most studies have proposed a direct relationship between both constructs. This study considers innovation practices as a mediator in this relationship. Furthermore, this paper adds to the scarce literature reporting related studies conducted in developing countries.

Examining the impact of institutional pressures and green supply chain management practices on firm performance

2019 ◽  
Vol 31 (5) ◽  
pp. 1261-1283 ◽  
Author(s):  
Waqar Ahmed ◽  
Arsalan Najmi ◽  
Farhana Khan
Keyword(s):  
Supply Chain ◽  
Structural Equation ◽  
Management Practices ◽  
Environmental Crisis ◽  
Green Supply Chain ◽  
Equation Modeling ◽  
Institutional Pressures ◽  
Content Type ◽  
Sustainable Technologies ◽  
The Impact

Purpose With the challenge of ecological business sustainability, concepts like green design, eco-friendly products, sustainable technologies and efficient processes have compelled the organizations to adopt change. The purpose of this paper is to focus on understanding the impact of green supply chain (GSC) management practices and institutional pressures on economic and environmental performances of organizations in an unstable developing economy. Design/methodology/approach Data were collected from the supply chain specialists working in manufacturing firms through a questionnaire. Valid data of 101 respondents were used for analyzing the relationship among the constructs with the help of structural equation modeling. Findings The result of this study reveals that internal GSC practices and institutional pressure have a negative insignificant impact on economic performance, whereas all the constructs are the significant contributors toward improving environmental performance. Practical implications This study will help the supply chain decision makers to make a strategy that is beneficial for improving both economic and environmental dimensions of the performance of a firm. Originality/value An environmental management study under a rapidly changing scenario is always helpful to understand the behavior and its impact. This study is very useful and need of a time in the context of any developing country facing an economic and environmental crisis.

TQM, SCM and operational performance: an empirical study of Indian pharmaceutical industry

2019 ◽  
Vol 26 (1) ◽  
pp. 331-370 ◽  
Author(s):  
Sanjay Sharma ◽  
Sachin Modgil
Keyword(s):  
Supply Chain ◽  
Pharmaceutical Industry ◽  
Inventory Management ◽  
Structural Equation ◽  
Management Practices ◽  
Operational Performance ◽  
Equation Modeling ◽  
Total Quality ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of total quality management (TQM) and supply chain management (SCM) practices on operational performance, and their interlinkage between each other. Design/methodology/approach Constructs those are critical to pharmaceutical quality and supply chain have been identified with the help of literature and experts from industry. The impact of TQM practices on supply chain practices and on operational performance has been evaluated. Similarly, the impact of supply chain practices on operational performance has been evaluated. Further, alternate models are tested and evaluated through structural equation modeling. Findings It was observed during testing of alternate models that TQM practices have a direct impact on operational performance. However, TQM practices also directly impact supply chain components, which, in turn, influence overall operational performance. In comparison of alternate models, the model in which TQM practices affect supply chain practices and supply chain practices further affect the operational performance is found most appropriate. Practical implications This study provides some useful implications from industry point of view. TQM practices are critical to pharmaceutical industry. TQM practices are the core of attaining a smooth supply chain, which will have greater impact to achieve operational performance. Strategic supplier partnership, procurement management, information sharing, and quality and inventory management practices are driven by TQM practices. This tri-linkage helps to achieve the desired operational performance. Originality/value There are very limited studies that have considered both the areas together to achieve better operational performance. In pharmaceutical industry, both TQM and SCM are the critical areas for any organization to drive its growth.

The impact of knowledge management practices on organizational performance

2015 ◽  
Vol 28 (1) ◽  
pp. 131-159 ◽  
Author(s):  
Changiz Valmohammadi ◽  
Mohsen Ahmadi
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Management Practices ◽  
Service Industries ◽  
Leadership Role ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Content Type ◽  
The Impact

Purpose – The purpose of this paper is to present a holistic approach regarding evaluation of knowledge management (KM) practices on organizational performance. The effects of seven critical success factors (CSFs), namely leadership role, organizational culture, KM strategy, processes and activities, training and education, information technology, and motivation and rewarding system, on organizational performance in the framework of four perspectives of balance scored card (BSC) approach were surveyed. Design/methodology/approach – The research hypotheses were raised based on the four perspectives of this approach, namely, growth and learning, internal processes, customer and financial. By literature review, CSFs of KM and organizational performance along with their items were identified in the framework of BSC’s perspectives. Based on these constructs and their items an instrument was designed and distributed among managers and employees of the subsidiary firms of Iran National Petrochemical Company (INPC). Reliability of the instrument was calculated by Chronbach’s α for the two sections of the instrument i.e. KM practices and organizational performance. Also, using factor analysis the construct validity of the questionnaire was approved. Finally, based on the hypotheses of the study and using structural equation modeling the impacts of KM practices on organizational performance were investigated. Findings – The results revealed that KM practices positively and meaningfully (though weak) impact overall organizational performance. This impact is significant only regarding growth and learning dimension and on the other dimensions is insignificant. Also, as customer and financial constructs were loaded on one factor based on the entity of their indicators we considered these two constructs as stakeholders construct. In addition, among the above mentioned seven CSFs, motivation and rewarding system obtained the lowest rank among the survey organizations. Research limitations/implications – The sample is restricted to only three companies, so gathering data from various parts of Iran including both manufacturing and service industries could increase the generalizability of the results obtained. Also, as in this study the data gathered were cross-sectional, a longitudinal study could help gain deeper understanding of the cause-and-effect relationship among the variables. Originality/value – The most significant gap in the literature is the lack of enough application of statistical and comprehensive methods like BSC that KM makes a difference to organizational performance. This study contributes to the field of KM by empirically investigating the impact of KM practices on various measures of organizational performance in order to prove the suitability of a comprehensive approach like BSC.

Mitigating counterfeit risk in the supply chain: an empirical study

2019 ◽  
Vol 32 (5) ◽  
pp. 983-1002 ◽  
Author(s):  
John F. Kros ◽  
Mauro Falasca ◽  
Scott Dellana ◽  
William J. Rowe
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Quality Management ◽  
Structural Equation ◽  
Performance Metrics ◽  
Performance Outcomes ◽  
Equation Modeling ◽  
Content Type ◽  
Management Framework ◽  
The Impact

Purpose The purpose of this paper is to adopt a contingency theory from a quality perspective to develop a model for assessing the impact of counterfeit prevention efforts on supply chain (SC) performance. Design/methodology/approach Based on the participation of 140 managers across ten industry sectors, a theoretical model is proposed and structural equation modeling is used to examine the relationships among SC risk management integration, SC counterfeit risk orientation (CRO), SC counterfeit risk mitigation (CRM), SC metric consistency (MC) and SC performance (service and cost benefits). Findings Findings suggest that firms with greater SC risk management integration have a stronger orientation toward counterfeit risk, greater maturity in CRM, more consistent SC metrics and better SC performance outcomes. CRO alone was not found to significantly improve SC MC. Research limitations/implications Results are based on managerial perceptions of SC counterfeit risk and performance metrics. Survey respondents were predominantly from the same country (the USA). Practical implications The paper represents a potential quality management framework for SC risk management, in the context of counterfeiting that includes a contingency perspective. Originality/value The study advances knowledge of how firms may address the challenging issue of counterfeiting in the SC. Empirical findings offer a firm-level quality management framework for managerial decision making in the context of counterfeiting.

Impact of organizational culture on quality management practices: an empirical investigation

2018 ◽  
Vol 25 (5) ◽  
pp. 1406-1428 ◽  
Author(s):  
Vishal Singh Patyal ◽  
Maddulety Koilakuntla
Keyword(s):  
Organizational Culture ◽  
Quality Management ◽  
Cultural Values ◽  
Cultural Context ◽  
Structural Equation ◽  
Management Practices ◽  
Business Strategies ◽  
Equation Modeling ◽  
Content Type ◽  
Manufacturing Organizations

PurposeThe purpose of this paper is to empirically examine the organizational culture (OC) of the competing values framework (CVF) on quality management (QM) practices. Specifically, it tests OC on two views, QM practices, i.e. the infrastructure quality and core QM practices.Design/methodology/approachThe proposed hypotheses were tested using empirical data drawn from 262 manufacturing organizations in India. The research model developed was analyzed using structural equation modeling technique.FindingsThe findings of this study revealed that the hierarchical and rational cultures are the dominant types of culture, and top management commitment and Six Sigma structure are the most important aspects of the infrastructure and core QM practices in Indian manufacturing organizations. Further, the results of the study showed that group culture and development culture are the most supportive culture types for both infrastructure and core QM practices. On the contrary, hierarchical and rational culture types are the least supportive for infrastructure and core QM practices. The study proposes the need for the mixed culture approach that facilitates the adoption of business strategiesPractical implicationsBefore implementing infrastructure and core QM practices, managers must understand the importance of cultural values in their organization to facilitate effective implementation of QM.Originality/valueThis paper contributes to the existing literature by providing empirical evidence leading to the relationship between OC and QM practices. This is the first study that empirically examined the Indian cultural context using CVF, thus contributing to the scarce body of literature particularly in the developing countries.

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