Total quality management and its impact on innovation performance: a study with respect to large and medium manufacturing organisations in India

2010 ◽  
Vol 4 (1) ◽  
pp. 19 ◽  
Author(s):  
K.P. Satish ◽  
R. Srinivasan
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Innovation Performance ◽  
Total Quality

scholarly journals Combined Impactof Knowledge Management and Total Quality Management on Innovation Performance: Insights from Indian IT Industry

2019 ◽  
Vol 8 (4) ◽  
pp. 5664-5669
Keyword(s):  
Knowledge Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Empirical Studies ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Innovation Performance ◽  
Total Quality ◽  
It Industry ◽  
Sustained Competitive Advantage

Organizations are operating in an environment characterized by volatility, uncertainty, complexity and ambiguity. In such an environment an organization can attain sustained competitive advantage only through innovation. Innovation performance is the only effective yardstick that differentiates an ordinary organization from a world class one. Knowledge management is the process of creation and application of knowledge required for the attainment of organizational objectives. Total quality management stresses on continuous improvement to achieve organizational effectiveness. Despite the popularity of knowledge management, total quality management and innovation performance, empirical studies about the relationship between these variables is scant especially in Indian context. Present study attempted to find out the collective impact of knowledge management and total quality management on innovation performance in Indian IT industry. Data were collected from 219 employees working in 15 large IT organizations in Kerala by using simple random sampling technique. Results established that knowledge management and total quality management individually as well as collectively impact innovation performance. The significant influence on innovation performance is more when knowledge management and total quality management were combined. Results sensitize managers to create a differentiated management architecture that supports both knowledge management and total quality management simultaneously to foster innovation.

The Effect of Total Quality Management on Innovation Performance with Mediator Role of Organizational Learning

2014 ◽  
Vol 4 (4) ◽  
pp. 51-66 ◽  
Author(s):  
Mohsen Shafiei Nikabadi ◽  
Seyed Ahmad Mohammadi Hoseini ◽  
Saeed Zangouri
Keyword(s):  
Organizational Learning ◽  
Quality Management ◽  
Total Quality Management ◽  
Learning Organization ◽  
Structural Equation ◽  
Innovation Performance ◽  
Total Quality ◽  
Mediator Role ◽  
Industrial Company

The main objective of this study was to evaluate the effect of Total Quality Management (TQM) on innovation performance with the mediator role of organizational learning in ABBAND Mazandaran manufacturing and industrial Company. The research design was descriptive and correlation and specifically is based on structural equation model. The study population was all supervisors and employees of ABBAND Mazandaran manufacturing and industrial Company. For measuring variables of research, three questionnaires were used based on the Likert 5 options range and the questionnaires were distributed among 220 supervisors and employees of ABBAND Mazandaran Company. Content validity of the three questionnaires was carried out by a number of experts and management professionals and the reliability of TQM, Learning Organization and innovation performance questionnaires was determined by Cronbach's alpha coefficient as 0.96, 0.82, and 0.94, respectively. The results showed that there is a causal relationship between TQM, learning organization and innovation performance. Also, organizational learning mediates the effect of TQM on innovation performance.

Knowledge as a facilitator for enhancing innovation performance through total quality management

2010 ◽  
Vol 21 (4) ◽  
pp. 425-438 ◽  
Author(s):  
Richard Yu-Yuan Hung ◽  
Bella Ya-Hui Lien ◽  
Shih-Chieh Fang ◽  
Gary N. McLean
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Innovation Performance ◽  
Total Quality

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.

Total Quality Management Practices and Innovation Performance: A Review

2015 ◽  
Vol 21 (5) ◽  
pp. 1086-1088 ◽  
Author(s):  
Choi Sang Long ◽  
Tan Owee Kowang ◽  
Wan Khairuzzaman Wan Ismail
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Management Practices ◽  
Innovation Performance ◽  
Total Quality ◽  
Quality Management Practices

scholarly journals THE MODERATING ROLE OF ORGANIZATIONAL LEARNING CAPABILITIES ON THE RELATIONSHIP BETWEEN TQM PRACTICESAND INNOVATION PERFORMANCE

2021 ◽  
Vol 9 (11) ◽  
pp. 188-192
Author(s):  
Ahmed Rashid Saleem Al-Jabri ◽  
◽  
Universiti Utara Malaysia ◽  
Keyword(s):  
Organizational Learning ◽  
Quality Management ◽  
Total Quality Management ◽  
Competitive Advantage ◽  
Management Practices ◽  
Innovation Performance ◽  
Management Support ◽  
Total Quality ◽  
Top Management Support ◽  
Learning Capabilities

Total quality management (TQM) has gained importanceglobally, in order to gain a competitive advantage. Implementation of quality management is a problem faced by many sectors. The aim of the current study is to develop a model that can be implemented in any sector in order to improve the quality management practices as well as enhancing innovation performance in order to gain a competitive advantage. The conceptual model developed in the current study is supported by the previous studies. The current study asserts that TQM practices (top management support, customer focus, continuous improvement, employee involvement)as one set of practicesaffect the innovation performance, and this relationship is moderated by organizational learning capabilities. By researching databases such as JSTOR, Emerald, Tylor and Francis etc., the study was able to offer literature support. The keywords such as organizational learning, innovation, total quality management, organizational learning as a moderator etc were used to find the literature. The current study also provides the recommendations and limitations as well as the conclusion.

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