Exploring the role of organizational learning activities in the quality management context

2017 ◽  
Vol 38 (3) ◽  
pp. 380-397 ◽  
Author(s):  
Seok-young Oh ◽  
K. Peter Kuchinke
Keyword(s):  
Organizational Learning ◽  
Quality Management ◽  
Competitive Advantage ◽  
Business Performance ◽  
Process Management ◽  
Management Practices ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Content Type ◽  
Business Outcomes

Purpose The purpose of this paper is to investigate the relationships between three quality management (QM) practices, leadership, people focus, and process management practices and organizational learning (OL) activities and business performance in Korean manufacturing businesses. Design/methodology/approach The study draws on 204 responses to a survey of Korean manufacturing companies listed on the Korea Composite Stock Price Index to test nine hypotheses with structural equation modeling (SEM). Findings The results from SEM show that leadership practices have a significant effect on people focus and process management practices, and that the three QM practices jointly influence OL. However, leadership, people focus, and process management practices do not have direct associations with business performance, but rather show statistically influence only via OL activities. The findings verify that OL has a mediating role in QM practices and business performance as a crucial resource that determines a firm’s competitive advantage. Originality/value An important implication of this study’s findings for managers or QM professionals is that learning takes place at multiple levels and is a crucial resource that determines a firm’s competitive advantage, bridging quality and business outcomes.

scholarly journals Direct effects of quality management on competitive advantage

2016 ◽  
Vol 33 (9) ◽  
pp. 1286-1310 ◽  
Author(s):  
Ibrahim A. Elshaer ◽  
Marcjanna M. Augustyn
Keyword(s):  
Quality Management ◽  
Financial Performance ◽  
Competitive Advantage ◽  
Group Analysis ◽  
Quality Data ◽  
Equation Modeling ◽  
Management Decision ◽  
Direct Effects ◽  
Content Type ◽  
Business Outcomes

Purpose The purpose of this paper is to examine direct effects of quality management on competitive advantage within the context of the resource-based view of a firm. Design/methodology/approach Survey data have been obtained from 288 general managers of luxury hotels in Egypt. The authors have used six dimensions and 22 indicators of quality management, two indicators of competitive advantage that manifest the hotel’s above average financial performance relative to competitors within the study sample, and a multi-group analysis in structural equation modeling (SEM). Findings The results indicate that quality management may be a source of competitive advantage. Top management leadership and supplier management differentiate hotels with above average financial performance from its competitors. The role of customer focus and employee management in generating competitive advantage is questionable while process management and quality data and reporting may not contribute to achieving competitive advantage. Research limitations/implications Only direct effects of quality management on competitive advantage are examined within the context of a luxury hotel industry in Egypt. Similar studies within other contexts and models that study indirect effects of quality management on competitive advantage with factors that might moderate these effects are needed. Future studies could compare effects of quality management on competitive advantage with effects of quality management on other business outcomes. Practical implications The results may inform management decision making concerning the development of capabilities that may generate competitive advantage. Social implications The current study contributes in providing further evidence that may contribute to enhancing the understanding and knowledge of the relationship between quality management and competitive advantage. Originality/value This study contributes to the debate on strategic value of quality management and resource-based sources of competitive advantage. Methodologically, this study shows an alternative approach to measuring competitive advantage and indicates that applying a multi-group analysis in SEM may contribute to producing original results.

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.

Quality management practices in SMEs: a comparative study between India and Namibia

2019 ◽  
Vol 26 (5) ◽  
pp. 1499-1516 ◽  
Author(s):  
Ayon Chakraborty ◽  
Michael Mutingi ◽  
Abhishek Vashishth
Keyword(s):  
Quality Management ◽  
Comparative Study ◽  
Emerging Economies ◽  
Business Performance ◽  
Management Practices ◽  
Sampling Technique ◽  
Major Influence ◽  
Content Type ◽  
The Status ◽  
Developed Nations

Purpose Small- and medium-sized enterprises (SMEs) have now become an important part of economy for not only developed nations but also for emerging economies. Irrespective of the benefits that can be derived, SMEs in emerging economies still lack the will to implement quality management (QM) practices. Using a comparative study, the purpose of this paper is to understand the status of QM practices in SMEs of emerging economies. Design/methodology/approach A survey-based approach was adopted to understand the established QM practices in the SMEs. A survey instrument was designed by reviewing the literature on QM initiatives in SMEs. A sample of 270 SMEs across Southern India and 189 SMEs in Namibia was selected through stratified random sampling technique. Findings The overall response rate was 19.52 percent for India and 26.46 percent for Namibia, respectively. There were similarities and differences in responses from SMEs in both countries. Similarities are in terms of limited implementation of QM practices, and also less use of tools and techniques. Reasons for not implementing include unknown to the authors, and the high cost of training. Differences emerged in the type of market (Indian SMEs catering to one major customer), CSFs and business performance indicators. It was interesting to find that management commitment and involvement do not have a major influence as CSF for SMEs in both the countries. Originality/value The research is the first attempt in bringing a comparative study about QM practices in SMEs from developing countries. The insights will help emerging economies to develop policies for education and training, and thus facilitate implementation of QM practices in SMEs.

The relationship between EFQM enablers and business performance

2019 ◽  
Vol 30 (4) ◽  
pp. 684-706 ◽  
Author(s):  
Dimitrios Kafetzopoulos ◽  
Katerina Gotzamani ◽  
Dimitrios Skalkos
Keyword(s):  
Factor Analysis ◽  
Quality Management ◽  
Business Performance ◽  
Innovation Performance ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
Mediating Role ◽  
Efqm Model

PurposeThe purpose of this paper is to examine the extent to which the five European Foundation for Quality Management (EFQM) model enablers, as the latent factor “enabler excellence,” are associated with business performance, taking into consideration the mediating role of innovation in this relationship.Design/methodology/approachThe analysis followed in order to investigate the relations among the various constructs of the proposed model includes an initial exploratory factor analysis, followed by confirmatory factor analysis and finally structural equation modeling.FindingsAccording to the study findings, “enabler excellence” and innovation performance directly contribute to business performance. Moreover, this paper concludes that innovation performance partially mediates the effect of excellence enablers on business performance.Research limitations/implicationsThis study does not separate between radical and incremental innovation; thus, it would be very interesting to explore this issue in future research. Moreover, it might be useful for researchers to reassess the proposed relationships examining the mediating role of organizational culture.Practical implicationsThis study offers clear implications for managers, proving that they should give higher emphasis on quality management (QM) and the four dimensions of innovation in order to achieve increased performance.Originality/valueBased on the multidimensional structure of the EFQM model, this empirical study determines the contribution of QM to business performance taking into consideration the role of innovation performance as a mediator in this relationship.

HUBUNGAN AMALAN PENGURUSAN KUALITI DAN PRESTASI ORGANISASI DALAM INDUSTRI PEMBUATAN DI MALAYSIA

2016 ◽  
Vol 78 (7) ◽  
Author(s):  
Zaharuzaman Jamaluddin ◽  
Ahmad Mahir Razali ◽  
Zainol Mustafa
Keyword(s):  
Quality Management ◽  
Continuous Improvement ◽  
Process Management ◽  
Management Practices ◽  
Equation Modeling ◽  
Organisational Performance ◽  
Quality Management Practices ◽  
Management Commitment ◽  
And Performance ◽  
Quality Tools

Measurement of quality management practices (QMP) is one of requirements which should be emphasized by the organizations to be competitive in challenging market. Therefore, this study examines the relationship between quality management practices and performance in the manufacturing industry using constructs namely management commitment, quality tools, continuous improvement, process management, training and organisational performance. A framework was developed based on the literature review and assessed using Structural Equation Modeling (SEM) with AMOS software used for modeling analysis. A total of 480 questionnaires were distributed, and 210 questionnaires were valid for analysis. The findings show significant relationship by the management commitment to process management and training. Also, training affects the quality tools, continuous improvement and process management. Similarly, quality tools influence on continuous improvement and process management. Furthermore process management affects the continuous improvement Next, continuous improvement gives impact to organisational performance. The results of the study can be used by managers in manufacturing companies to consider and adapt their QMPs and performance assessments toward increasing competitiveness.

Promoting a strategic business focus to balance competitive advantage and corporate social responsibility – missing elements

2017 ◽  
Vol 13 (1) ◽  
pp. 78-94 ◽  
Author(s):  
Alan J. Fish ◽  
Jack Wood
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Competitive Advantage ◽  
Management Practices ◽  
Leadership Teams ◽  
Strategic Human Resource Management ◽  
Shared Value ◽  
Content Type ◽  
Business Outcomes ◽  
Corporate Social

Purpose This paper aims to highlight dysfunctional multi-stakeholder relations and negative business outcomes, evidenced in lose/lose results, exacerbated by failure to acknowledge strategic business focus as a means to redress problematic business thinking and practice amongst key leadership teams associated with achieving balance between competitive advantage and corporate social responsibility. Design/methodology/approach The reframed strategic business focus has been developed using Eastern philosophy and Western organization theory and refers to four case examples of dysfunctional business thinking and practice. Findings Strategic business focus results from an interdependent and complementary positive mediating relationship between competitive advantage and corporate social responsibility, which is moderated by organization culture (organization core values, including shared value) and strategic human resource management (talent and mindset). Research limitations/implications Strategic business focus as proposed has not been empirically tested but seeks to address a conceptualization that competing business and stakeholder agendas are interdependent and complementary. Practical implications Strategic business focus seeks to redress traditional win/lose and lose/lose business outcomes, by supporting win/win results, represented by shared value amongst multi-stakeholders. Social implications Strategic business focus seeks to provide a means whereby corporate social responsibility, particularly the social contract, plays a key role in the decisions and practices of key leadership teams and the behaviour of corporate staff in host environments when seeking competitive advantage. Originality/value Eastern thinking and behaviour are usually undervalued in the western business literature, particularly in western business practice. Joint attention, however, may improve competitive advantage and corporate social responsibility agendas in support of diverse management practices, including shared value.

A structural equation model for evaluating the relationship between total quality management and employees’ productivity

2017 ◽  
Vol 34 (8) ◽  
pp. 1138-1151 ◽  
Author(s):  
Nilda Tri Putri ◽  
Shari Mohd Yusof ◽  
Alizar Hasan ◽  
Haesti Sujita Darma
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Structural Equation ◽  
Crumb Rubber ◽  
Partial Least Square ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Total Quality ◽  
Content Type ◽  
Rubber Industry

Purpose The purpose of this paper is to analyze the influences of TQM implementation on employees’ productivity in crumb rubber industry (case study conducted in the XYZ firm), and analyze the predominant factors affecting employees’ productivity in order to establish the success of TQM implementation. Design/methodology/approach Data used in the research was primary data obtained from interview and questionnaire, and secondary data obtained from the study of literatures, internet, and company’s documents. The number of respondents in this research was 191. The analysis was done through structural equation modeling (SEM) using the smart partial least square software. Findings The findings of this study showed that TQM implementation had positive influences on employees’ productivity in XYZ. Tool is the most predominant factor in order to achieve a successful TQM implementation in XYZ. Therefore, the XYZ company will need to work on improving the development and management of the tool which has been available to sustain the effectiveness of TQM practices. Research limitations/implications Using a large sample size in the SEM method could improve the results. The implications of this study can be demonstrated through how top managers in this rubber company can improve their employees’ productivity through total quality management practices. Practical implications This research is useful for manufacturing companies in Indonesia, especially in the crumb rubber industry. Originality/value This research used the variable based on the empirical research. TQM was measured using six indicators: human resources, standard, tools, organization, internal audit, and training and education. On the other hand, the work productivity of employees is measured by four indicators: work willingness, work ability, work environment, and work relations.

Lean production practices and bundles: a comparative analysis

2018 ◽  
Vol 9 (3) ◽  
pp. 374-398 ◽  
Author(s):  
Saumyaranjan Sahoo ◽  
Sudhir Yadav
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Performance ◽  
Management Practices ◽  
Lean Production ◽  
Business Strategies ◽  
Total Quality ◽  
Total Productive Maintenance ◽  
Content Type ◽  
Lean Practices

PurposeTotal productive maintenance and total quality management are two lean manufacturing initiatives that are used by manufacturing plant managers to improve operations capabilities. The purpose of this paper is to investigate the effects of standalone lean practices and lean bundles on manufacturing business performance.Design/methodology/approachA quantitative approach was used. The survey data were drawn from 160 manufacturing organizations in India. The respondent companies were grouped on the basis of the duration of lean production in operation and then classified based on the profile of their operations strategy. The approach, based on comparative assessment between standalone lean practices and lean bundles, has been directed toward justification of lean bundles for its support to competitive manufacturing in the context of the Indian manufacturing sector.FindingsThe paper establishes the long-term effects of lean bundles in significantly improving manufacturing business performance as compared to standalone lean practices. Further findings of the study revealed the significance of the duration of lean production in operation in achieving higher levels of manufacturing business performance.Research limitations/implicationsThe study is cross-sectional in nature. It would be interesting to test the analytical framework adopted for this study for more industries and in different countries. The use of subjective measures in survey questionnaire is also another limitation of the study.Practical implicationsThis study offers clear implications for practitioners, proving that they should give higher emphasis on the implementation of lean bundles using total productive maintenance and total quality management practices together, to prioritize their product, production and business strategies, to achieve sustainable competitive advantage.Originality/valueThis paper empirically examines and evaluates the effect of lean practices and bundles in the context of medium- and large-sized manufacturing industries in India. Besides, there are very few studies that comparatively assess the differences in performance contribution of various lean operational strategies considering duration of implementation of lean. Also, the theoretical contribution of the study establishes the essence of integrating total productive management and total quality management for attaining world class manufacturing is of high value.

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.

Direct and indirect impact of quality management on the integrated performance of medium-scale manufacturers

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ekpenyong Ekpenyong Udofia ◽  
Bimbo Onaolapo Adejare ◽  
Gbemi Oladipo Olaore ◽  
Etete Ekpenyong Udofia
Keyword(s):  
Quality Management ◽  
Process Management ◽  
Management Practices ◽  
Performance Model ◽  
Content Type ◽  
Medium Scale ◽  
Quality Management Practices ◽  
Performance Dimensions ◽  
Integrated Performance ◽  
The Relationship

PurposeMost studies on small and medium scale enterprises lump both small-scale and medium-scale businesses together as entirely similar phenomenon, thus creating an oversight of the degree of performance recorded by medium-scale businesses. In line with investigating medium-scale firms' performance, this study examines the role of quality management in the performance of medium-scale firms to evolve research-based recommendation for better performance.Design/methodology/approachCross-sectional survey design and random sampling were employed. Analysis was based on 915 responses obtained via questionnaire copy distribution from employees within the supply chain, production, operations, and marketing/sales department of selected firms. Hypotheses testing was done using the structural equation model.FindingsA positive significant relationship between quality management and operational performance, employee performance, and quality performance dimensions was identified. An insignificant relationship between quality management and financial and innovation performance dimensions was discovered. However, when mediated by employee focus and process management, significant relationships were observed among all performance dimensions.Research limitations/implicationsThe study reveals that employee focus and process management have the greatest mediating impact on the relationship between quality management and the organisational performance of medium-scale manufacturing firms. This study charts the course for other studies to investigate the mediating role of quality management practices on the relationship between quality management and the organisational performance of medium-scale firms in other developing nations. The manufacturing sector has thirteen industries, but only six were captured in this study. This poses a limitation to the generalisation of the findings of this study. Further studies could strive for a representation of every manufacturing industry to aid generalisation purposes.Practical implicationsManagers of medium-scale manufacturing firms must understand that it might be impossible to get a one size fits all approach to improving performance dimensions. Managers are advised to choose one or two performance dimensions as the goal, then focus on achieving them. This will help clarify which path is best to get the desired results and maximise their quality management system.Originality/valueThis study examines the impact of quality management practices on an integrated performance model of medium-scale firms. The study also uniquely examines the mediating impact of exclusive quality management practices on the relationship between quality management and an integrated performance model.

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