Assessing Knowledge Management Performance in Organisations Based on the Criteria of Total Quality Management

2018 ◽  
pp. 224-255
Author(s):  
Kit Fai Pun ◽  
Man Yin Rebecca Yiu
Keyword(s):  
Knowledge Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Performance Measures ◽  
Future Research ◽  
Total Quality ◽  
Implementation Framework ◽  
Management Leadership ◽  
People Development ◽  
Results Orientation

Knowledge management (KM) has been gaining momentum as the means toward organisational growth. Recent literature also gives much prominence to emerging performance measurement (PM) systems for assessing performance. This chapter comprehends the concepts of integrating KM with PM, and in short, KM performance measures in organisations. It reviews the issues that surround KM/PM initiatives, and discusses the assessment criteria that integrate the philosophy and the principles of total quality management (TQM) with KM performance measures. Five KM/PM enablers/criteria are identified, namely 1) senior management leadership, 2) management by processes, 3) people development, 4) continuous improvement, and 5) results orientation. These concepts are constituted the development of an integrated knowledge management (IKM) model for assessing organisational KM performance. Future research could evaluate the efficacy of the IKM model, validate the key KM/PM criteria, and develop an implementation framework to foster the KM/PM efforts in organisations in different sectors.

Assessing Knowledge Management Performance in Organisations Based on the Criteria of Total Quality Management

2019 ◽  
pp. 1394-1419
Author(s):  
Kit Fai Pun ◽  
Man Yin Rebecca Yiu
Keyword(s):  
Knowledge Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Performance Measures ◽  
Future Research ◽  
Total Quality ◽  
Implementation Framework ◽  
Management Leadership ◽  
People Development ◽  
Results Orientation

Knowledge management (KM) has been gaining momentum as the means toward organisational growth. Recent literature also gives much prominence to emerging performance measurement (PM) systems for assessing performance. This chapter comprehends the concepts of integrating KM with PM, and in short, KM performance measures in organisations. It reviews the issues that surround KM/PM initiatives, and discusses the assessment criteria that integrate the philosophy and the principles of total quality management (TQM) with KM performance measures. Five KM/PM enablers/criteria are identified, namely 1) senior management leadership, 2) management by processes, 3) people development, 4) continuous improvement, and 5) results orientation. These concepts are constituted the development of an integrated knowledge management (IKM) model for assessing organisational KM performance. Future research could evaluate the efficacy of the IKM model, validate the key KM/PM criteria, and develop an implementation framework to foster the KM/PM efforts in organisations in different sectors.

Assessing Organisational KM Performance Based on the Criteria of Total Quality Management

2015 ◽  
Vol 6 (1) ◽  
pp. 1-20 ◽  
Author(s):  
Kit Fai Pun ◽  
Man Yin Rebecca Yiu
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Performance Measures ◽  
Future Research ◽  
Total Quality ◽  
Major Question ◽  
Implementation Framework ◽  
Proposed Model ◽  
People Development ◽  
Results Orientation

Recent literature gives much prominence to emerging performance measurement (PM) systems for assessing performance in organisations. A major question for management is how well these systems support the core business functions and operations of organisations on one hand. Knowledge management (KM) has been gaining momentum as the means toward organisational survival and growth on the other hand. Measures of KM performance are thus to validate the effectiveness of KM/PM practices. This paper comprehends the concepts of integrating KM with PM, and in short, KM performance measures in organisations. It reviews the issues that surround KM/PM initiatives and discusses the assessment criteria that integrate the philosophy and the principles of total quality management (TQM) with KM performance measures. It then identifies five areas of KM/PM enablers and/or attributes, namely 1) Senior management leadership, 2) Management by processes, 3) People development, 4) Continuous improvement, and 5) Results orientation. The concepts and substances reviewed are important to measure organisational KM performance. They are used as key inputs to the development of a proposed model for integrating KM and PM efforts in organisations so as to attain performance improvement. It is anticipated that future research could evaluate the efficacy of the IKM model, validate the key KM/PM criteria, and develop an implementation framework to foster the KM/PM efforts in organisations in different sectors.

Assessing Organisational KM Performance Based on the Criteria of Total Quality Management

2017 ◽  
pp. 1663-1684
Author(s):  
Kit Fai Pun ◽  
Man Yin Rebecca Yiu
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Performance Measures ◽  
Future Research ◽  
Total Quality ◽  
Major Question ◽  
Implementation Framework ◽  
Proposed Model ◽  
People Development ◽  
Results Orientation

Recent literature gives much prominence to emerging performance measurement (PM) systems for assessing performance in organisations. A major question for management is how well these systems support the core business functions and operations of organisations on one hand. Knowledge management (KM) has been gaining momentum as the means toward organisational survival and growth on the other hand. Measures of KM performance are thus to validate the effectiveness of KM/PM practices. This paper comprehends the concepts of integrating KM with PM, and in short, KM performance measures in organisations. It reviews the issues that surround KM/PM initiatives and discusses the assessment criteria that integrate the philosophy and the principles of total quality management (TQM) with KM performance measures. It then identifies five areas of KM/PM enablers and/or attributes, namely 1) Senior management leadership, 2) Management by processes, 3) People development, 4) Continuous improvement, and 5) Results orientation. The concepts and substances reviewed are important to measure organisational KM performance. They are used as key inputs to the development of a proposed model for integrating KM and PM efforts in organisations so as to attain performance improvement. It is anticipated that future research could evaluate the efficacy of the IKM model, validate the key KM/PM criteria, and develop an implementation framework to foster the KM/PM efforts in organisations in different sectors.

scholarly journals The Effect of TQM on firm Performance: Empirical Study in Jordanian Private Airlines

2018 ◽  
Vol 12 (9) ◽  
pp. 140
Author(s):  
Adnan M. Rawashdeh
Keyword(s):  
Firm Performance ◽  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Performance Measures ◽  
Management Practices ◽  
Future Research ◽  
Total Quality ◽  
Quality Management Practices ◽  
And Performance

The purpose of this study was to explre the relationship between total quality management and firm performance, i.e. quality, business and organizational performance in Jordanian private airlines. The design of this study has a quantitative approach. Data was obtained by questionnaire instrument. The respondents of this study are all employees in quality department, maintenance department, human resource department, and operation department. The number of population was 480 employees. Random sampling was used in the study. 340 completed questionnaires were analyzed as a final sample. Three hypotheses have been developed through literature review and tested using descriptive statistical analysis performed by SPSS. The results show that total quality management practices have a positive and significant impact on business, quality, and organizational performance in Jordanian private airlines. The study reports that effective implementation of total quality management practices results in enhancing airline performance. The major limitation of this study is that the study asked for perceived data about actual TQM practices and performance measures, but the respondents might have given desired data, which made their companies sound good, most of the respondents were non managers and from different departments in addition to the quality department, who might not understand to answer the questions accurately. Another limitation was that business performance tenets were measured by using one question per each tenet. Future research may investigate those TQM practices and performance measures in another Jordanian industry.

scholarly journals Developing an Appropriate Performance Measurement Framework for Total Quality Management in Construction, and other Industries

2017 ◽  
Author(s):  
Behnam Neyestani
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Performance Measures ◽  
Balanced Scorecard ◽  
Success Factors ◽  
Management Technique ◽  
Total Quality ◽  
Construction Firms ◽  
Measurement Framework ◽  
Suitable Framework

Total quality management (TQM) is a set of opinions and ideas that widely called “management philosophy”. This management technique is able to assist the construction firms in improving continuously the organization's performance, in order to satisfy customers and survive in the market. The success of TQM implementation is tightly dependent on identifying and selecting the appropriate critical success factors (CSFs), quality tools, and performance measures (KPIs) within TQM framework. Doubtlessly, a set of suitable performance measures (indicators) has a significant role to verify and ensure that TQM implementation can successfully achieve its aims in the organization. Thus, the main purpose of this paper was to develop a suitable framework to assess the effects of TQM implementation on organization's performance in construction industry. For this aim, the study was conducted a comprehensive literature review to specify the existing key performance indicators (KPIs) from 26 TQM frameworks that formulated by scholars. In data analysis, the only 20 KPIs were found of 26 TQM studies. The extracted KPIs (20) classified based on four dimensions of balanced scorecard (BSC), and then arranged from highest to lowest frequency for each perspective of BSC. Finally, a total of ten KPIs were determined and presented within BSC system as an appropriate performance measures framework, which enables evaluating critical areas that very vital to the success of TQM implementation in construction firms at project and enterprise levels.

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.

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