The impact of organizational culture archetypes on quality performance and total quality management: the role of employee engagement and individual values

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Omar Mohammed Ali Ababneh
Keyword(s):  
Organizational Culture ◽  
Total Quality Management ◽  
Employee Engagement ◽  
Total Quality ◽  
Individual Values ◽  
Quality Initiatives ◽  
Quality Performance ◽  
Content Type ◽  
The Impact

PurposeThe relationship between organizational culture and total quality management (TQM) can be facilitated by the virtue of certain psychological states. Employee engagement refers to a mechanism foreseeable to predict the successful implementation of TQM. Therefore, this study focuses on the attribution theory to propose a model that presents a differential impact of organizational culture archetypes on quality performance and TQM, while underlying role of employee engagement and individual values.Design/methodology/approachAn empirical study was performed based on the data collected from 153 senior employees working in hotel companies. This study has used partial least squares path modeling (PLS-SEM) to test the relationships and model proposed.FindingsThe findings have confirmed the hypotheses using PLS-SEM and provided a positive significant impact of organizational culture archetypes on employee engagement with quality initiatives; individual values on organizational cultural archetypes and employee engagement with quality initiatives on TQM implementation.Originality/valueThe study concluded that the impact of organizational culture on quality performance and TQM is significant. It is, therefore, suggested that management of hotel companies should work to increase the level of engagement, encourage cultures, while reducing the level of power culture with the emphasis given to individual and organizational quality initiatives.

Research framework for the impact of total quality management on competitive advantage

2017 ◽  
Vol 27 (3) ◽  
pp. 335-351 ◽  
Author(s):  
Van Cang Nguyen ◽  
Ngoc Tuan Chau
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Competitive Advantage ◽  
Innovation Performance ◽  
Total Quality ◽  
Content Type ◽  
Research Framework ◽  
Mediating Role ◽  
The Impact

Purpose The purpose of this paper is to apply a more accurate competitive advantage construct to study the impact of total quality management on firms’ competitive advantage in the context of the weakening of the competitive advantage of firms that are renowned for the excellent quality management. It also aims to find a better explanation for the source of competitive advantage through mediating constructs. Design/methodology/approach The authors use iterative methodology by reviewing, analyzing, synthesizing and refining the current state of the literature and propose a research framework which allows for overcoming the limitation encountered in previous empirical research. Findings The use of two second-order constructs including the incremental innovation performance and radical innovation performance which enable the researchers to have a better explanation about the mediating role of innovation performance. Practical implications This study is seeking to contribute to the practice of total quality management area of research. Specifically, this study applies two second-order measurement scales of innovation in use, actualize the use of the new measurement scale of competitive advantage and explain clearly the role of total quality management on competitive advantage in the current context. Originality/value This is one of the few papers investigating the impact of total quality management on competitive advantage, developing the conceptual model that examines the mediating role of innovation performance.

Measuring the impact of soft and hard total quality management factors on customer behavior based on the role of innovation and continuous improvement

2019 ◽  
Vol 31 (6) ◽  
pp. 1093-1115 ◽  
Author(s):  
Mohammad Javad Ershadi ◽  
Nafiseh Najafi ◽  
Paria Soleimani
Keyword(s):  
Quality Assurance ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Structural Equation ◽  
Customer Behavior ◽  
Research Model ◽  
Total Quality ◽  
Content Type ◽  
The Impact

Purpose Total quality management (TQM) is a part of the total quality assurance perspective. This system, which is considered as a type of managerial philosophy, employs all organizational levels to constantly ameliorate the quality of goods and service. The purpose of this paper is to measure the effect of hard and soft TQM factors on the behavior of customers based on the role of innovation and continuous improvement. Design/methodology/approach The research model was extracted from TQM variables in hard and soft parts, customer behavior, innovation and continuous improvement by reviewing the literature and research background. Based on this, a questionnaire was prepared and then, distributed among the statistical population including 374 project managers, quality assurance managers as well as quality control managers by using simple random sampling. All sub-criteria of questionnaire were determined using Delphi technique, to test the research model. Having gathered the questionnaire, the hypotheses were analyzed by using structural equation modeling and AMOS software. Findings According to the statistical analyses, TQM has a significant effect on customer behavior through continuous improvement of the quality and innovation. Also, regarding the obtained results, the highest effect was related to the effect of hard TQM factors on customer behavior through innovation as 0.62. Furtheremore, TQM soft factors such as human resource management have significant effect on customer behavior through quality improvement and innovation. Moreover, TQM hard factors are effective on customer behavior through quality improvement and innovation. Research limitations/implications The questionnaire was designed and distributed in order to evaluate the hypotheses in this study. One of the primary rationales behind utilizing this method instead of other methods such as interview was high geographical distribution of organizations. Using other moderator variables such as knowledge management, customer knowledge management and customer emotions can be conducted in the future in this area. Practical implications Changing the organizational relationships from task orientation to the process orientation, and controlling the organizational performance by measuring process innovations and improvements, while paying attention to the customer satisfaction system are suggested in this paper. These implications should be implemented in construction projects by department of project management office. Furtheremore, providing different communication for receiving the opinions of the customer and imposing them in the product and service, paying attention to the response system and customer complaint, implementation of this process in the organization, and having a process approach for presenting and developing services are the main subjects in this regard. Originality/value Unlike previous studies on this subject, a structural equation model is used for assessing unobservable latent constructs and their related interrelationship in measuring the impact of TQM factors. Focusing on customer behavior which is a broader domain than customer satisfation through continuous improvement of the quality and innovation is another value of this research.

scholarly journals Evaluating the Impact of Organizational Culture Features on Implementing Total Quality Management (TQM) by Focusing on the Business Ethics as a Mediator (Case Study: Shirin Asal Company)

2021 ◽  
Vol 5 (3) ◽  
pp. p49
Author(s):  
Tavakoli Abdullah ◽  
Jarihi Shiva
Keyword(s):  
Organizational Culture ◽  
Quality Management ◽  
Business Ethics ◽  
Total Quality Management ◽  
Structural Equation ◽  
Equation Modeling ◽  
Total Quality ◽  
Validity And Reliability ◽  
Statistical Population ◽  
The Impact

This was an applied study regarding the objective and a descriptive-correlational one concerning the data collection approach, which was focused on evaluating the impact of organizational culture on applying total quality management along with stressing the mediating role of business ethics. A total of 148 employees of Shirin Asal Company (Tehran Branch) constituted the research statistical population that Cochran’s formula was used to choose 106 subjects as the sample size by a simple random sampling method.Standard questionnaires were employed to gather the essential data. The validity and reliability of variables were also examined and approved. The reliability rates for business ethics, organizational culture, and total quality management were calculated to be equivalent to 0.78, 0.89, and 0.90, respectively. The structural equation modeling method assisted with the Smart PLS2 software was utilized for data analysis. Revealed by the research findings, organizational culture influences business ethics and total quality management. Business ethics was also found to act as a mediating variable in the relationship between organizational culture and total quality management. In conclusion, organizational culture and business ethics affect the satisfactory implementation of TQM, which somehow requires managers and stakeholders to particularly consider these components.

scholarly journals The Implementation of Organizational Culture Based on Tri Hita Karana in the Effort to Realize the Organizational Performance in PDAM Buleleng Regency

2019 ◽  
Vol 3 (2) ◽  
pp. 77
Author(s):  
Luh Kartika Ningsih ◽  
Ni Luh Putu Eka Yudi Prastiwi ◽  
Ni Made Sri Ayuni
Keyword(s):  
Organizational Culture ◽  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Employee Performance ◽  
Partial Least Square ◽  
Least Square ◽  
Total Quality ◽  
A Value

This study aims to determine the role of Organizational Culture based on Tri Hita Karana in the effort to realize Organizational Performance by taking into account other factors such as Human Resource Management, Total Quality Management, and Employee Performance. This study uses a quantitative approach. The data analysis technique used in this study is a structural equation model (SEM) based on variance or Component based SEM, known as Partial Least Square (PLS) Visual version 3.2.7. The number of samples used was 48 people with t-table values for significance levels α = 0.05 and degree of freedom (df) = 46 is 2.58. The results show that there are two relationships that show significant results, namely the role of Organizational Culture based on Tri Hita Karana on Employee Performance has a value of 17.353 with t-statistics > t-table (17.353 > 2.58). And the same results are also shown in the relationship between Total Quality Management and Organizational Performance with a value of 8.232 > 2.58. Different results are shown in 4 other relationships, namely the influence of the organization's culture on organizational performance, the influence of HRM on organizational performance, the influence of HRM on employee performance, and the influence of total quality management on employee performance with t-statistics < t- table (0.220 < 2.58), (0.544 < 2.58), (0.866 < 2.58), and (0.553 < 2.58). From the results of this study it can be seen that there are still several factors that have not been able to provide a significant value on organizational performance in the PDAM Buleleng.

Employee engagement in Indian power companies: study of executives identifies four key drivers

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Culture ◽  
Employee Engagement ◽  
Power Plants ◽  
Power Sector ◽  
Content Type ◽  
Specific Factors ◽  
Indian Power Sector ◽  
The Impact ◽  
The Relationship ◽  
Supervisor Trust

Purpose The purpose was to study how to create employee engagement in the Indian power sector. It also explored the antecedents of employee engagement. Design/methodology/approach Responses were gathered from executives in three companies working at power plants, distribution and transmission offices spread across five districts in the states of Odisha and West Bengal. Findings The research revealed how co-worker trust, supervisor trust and organizational trust all mediate the relationship between organizational culture and employee engagement. The study also compares engagement levels of employees at the three companies. Originality/value The authors say it is crucial to enhance employee engagement by identifying sector-specific factors. The results also help policymakers to appreciate the impact of organizational culture on employee engagement, and formulate appropriate policies.

scholarly journals Strategic improvisation and HEIs performance: the moderating role of organizational culture

2018 ◽  
Vol 2 (3) ◽  
pp. 212-230 ◽  
Author(s):  
Najafi Auwalu Ibrahim ◽  
Rosli Mahmood ◽  
Muhammad Shukri Bakar
Keyword(s):  
Organizational Culture ◽  
Organizational Factors ◽  
Individual Characteristics ◽  
Academic Leaders ◽  
Inconsistent Result ◽  
Content Type ◽  
Future Studies ◽  
The Difference ◽  
The Impact

PurposeThis study aims to explore the relationships between strategic improvisation, organizational culture and higher education institutions (HEIs) performance. The dynamic nature of today’s environment, increased population and demand and budget cuts have created a lot of pressure on HEIs around the world. Hence, the need for effective human resource capable of providing advanced policies for efficiency and sustainability of these institutions.Design/methodology/approachA total of 229 questionnaires were filled and returned by academic leaders from HEIs in Kano state, Nigeria. The study used partial least squares path modelling to test the hypotheses postulated.FindingsThe major findings indicate that both strategic improvisation and organizational culture dimensions have direct relationship with HEIs performance. However, only innovative culture moderates the relationship between strategic improvisation and HEIs, while bureaucratic culture and supportive culture fail to support the proposed hypothesis.Research limitations/implicationsMore studies are needed to further validate the impact of strategic improvisation (SI) on other public sector performance. Also, future studies should use longitudinal approach to establish at which stage SI has more impact on performance. Also, future studies should identify the difference that exists between units, department and faculty leaders, as some are more likely to engage in SI due to the nature of their specialization.Practical implicationsIt is obvious that HEIs performance is not only limited to organizational factors but also individual characteristics such as ability to improvise. Hence, HEIs should consider SI ability during employment to ensure efficiency, performance and sustainability. Moreover, organizational culture of HEIs needs to be updated and to be more flexible in accommodating new initiatives or failure to encourage display of such ability.Originality/valuePrevious studies especially in the for profit sector have demonstrated the role of SI and organizational culture on performance. Thus, the present study is one of the early studies in the non-profit sector, specifically the HEIs. Moreover, the inconsistent result of the previous findings necessitates the study to test the moderating effect of organizational culture.

Assessing the impact of organizational culture on achieving business excellence with a moderating role of ICT

2019 ◽  
Vol 26 (1) ◽  
pp. 117-146 ◽  
Author(s):  
Rassel Kassem ◽  
Mian Ajmal ◽  
Angappa Gunasekaran ◽  
Petri Helo
Keyword(s):  
Organizational Culture ◽  
Positive Role ◽  
Content Type ◽  
Ict Use ◽  
Business Results ◽  
Business Excellence ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency culture) on business excellence results criteria (customer results, people results, society results and business results) in the United Arab Emirates (UAE) and explore the moderating role of information and communication technology (ICT) use in both service and manufacturing industries.Design/methodology/approachData were collected by questionnaire from 448 managers in nine companies that have won the Sheikh Khalifa Excellence Award in the last three years. Structural equation modeling was used to examine the data.FindingsOrganizational culture is significantly related to business excellence. However, these effects varied for different business excellence criteria. Three organizational culture types had a significant positive role in achieving excellent customer-related results. All four types of organizational culture had a positive role in achieving excellent people-related results. Only two culture types had significant role in achieving excellent society-related results. Business results were positively related to a balance between the four types of organizational culture. ICT use moderated the relationship between organizational culture and results related to customers, people and business, but not society.Research limitations/implicationsThis study had some conceptual limitations. In particular, it considered the organizational culture as four types in the research model, but without structuring the indices under each type. It also had some methodological limitations. It was cross-sectional and used a self-administered questionnaire, which means that no causal relationships can be implied, and there may have been some bias in responding.Originality/valueThis is one of the first studies that investigate the relationship between organizational culture and business excellence in UAE excellence award-winning companies.

Quality management benefits through the “soft” and “hard” aspect of TQM in food companies

2014 ◽  
Vol 26 (5) ◽  
pp. 431-444 ◽  
Author(s):  
Evangelos Psomas ◽  
Fotis Vouzas ◽  
Dimitrios Kafetzopoulos
Keyword(s):  
Quality Improvement ◽  
Quality Management ◽  
Customer Satisfaction ◽  
Employee Benefits ◽  
Direct Impact ◽  
Total Quality ◽  
Content Type ◽  
Binary Character ◽  
The Impact

Purpose – The purpose of the paper is to examine the binary character of total quality management (TQM) in food companies and to determine the impact of the two aspects of TQM – the “soft” and “hard” – on the quality management benefits. Design/methodology/approach – A research project was carried out in 90 Greek food companies, using the questionnaire method. Two measurement models have been formulated. The first model includes the TQM philosophical elements and quality tools/techniques, while the second model includes the quality management benefits. Exploratory factor analyses are applied to extract the latent factors. The factors that significantly influence the quality management benefits are determined through multiple linear regression analyses. Findings – The analysis of the models confirms the binary character of TQM (the “soft” and “hard” TQM elements) in food companies and the existence of internal and external quality management benefits. The “soft” TQM elements have a significant direct impact on quality improvement, employee benefits and customer satisfaction. However, the impact of the “hard” TQM elements on the above quality management benefits is not direct but indirect, through their significant correlation with the “soft” TQM elements. Finally, quality improvement is also a significant factor that directly influences employee benefits, customer satisfaction and business performance. Research limitations/implications – The small size of the sample of the responding food companies, the diversity of these companies and the subjective character of the data collected are limitations that suggest future research recommendations. Practical implications – Food companies should realize the leading role of the “soft” aspect of TQM and the supporting role of the “hard” aspect in maximizing the quality management benefits and as a consequence in withstanding the current economic downturn. Originality/value – Focusing on “quality-oriented” food companies that have ample experience in quality and food safety management systems, the present study reveals a significant direct impact of the “soft” TQM elements and an indirect impact of the “hard” TQM elements on the quality management benefits.

Is business performance linked to organizational culture? A study from Tunisian SMEs through subjective measures

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Salim Morched ◽  
Anis Jarboui
Keyword(s):  
Organizational Culture ◽  
Firm Performance ◽  
Employee Engagement ◽  
National Culture ◽  
Energy State ◽  
Organizational Level ◽  
Validity And Reliability ◽  
Content Type ◽  
Job Attitude ◽  
The Impact

Purpose Every independent organization would sincerely like to have competent, loyal and engaged people, as engaged persons are typically those who have significant attachment and active involvement in their organization. Without engaging people, high quality and productivity will not be achieved. The purpose of this study is to explore the impact of organizational culture derived from Tunisian customs of firm performance. Tunisian subcultures may not be represented in the national culture. Design/methodology/approach This study carefully examines the impact of organizational culture on firm performance of Tunisian small and medium-sized enterprises. Results from 100 organizations and companies were collected using questionnaires for data collection analysis from employees occupying various positions in different hierarchical levels. Statistics used are tested by ordinary least squared regression. Furthermore, response bias, validity and reliability were the most important points examined by researchers. Findings These results reveal and confirm that the charisma that has been perceived by employees as energy state has an impact on the performance of the organization, regardless of the moderating effect of the uncertainty of the environment. Moreover, this study also showed that organizational culture has a significant effect on firm performance as well as on the interpretation of the organization, which depends on charisma. Originality/value The implication is that even in a country with many subcultures, excellent management still needs to pay attention to the impact of national culture at the organizational level on job attitude, work ethics and employee engagement, which are however, very limited. It is expected that this finding can contribute to the organization in that management becomes aware of the personality of the employees during their recruitments, especially the chief characteristic of being energetic. Managers need to create a conductive and rewarding environment for individuals to contribute positively.

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