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1 – 2 of 2Oumayma Tajouri and Lassaad Lakhal
This article examines the direct effect of total quality management (TQM) practices on organizational performance (OP) and innovation (INN), as well as their indirect effect…
Abstract
Purpose
This article examines the direct effect of total quality management (TQM) practices on organizational performance (OP) and innovation (INN), as well as their indirect effect through organizational learning (OL) as a mediating variable. In addition, this survey examines company size as a contextual variable in the relationship between TQM and outcome variables.
Design/methodology/approach
A conceptual framework is proposed to test causal links between TQM, OP, INN and OL. To empirically test this framework, 110 questionnaires were collected from large Tunisian quality-certified industries, and 167 questionnaires were collected from small and medium-sized industries (SMIs) in order to examine the effect of company size. In this order, a multigroup analysis (MGA) is performed.
Findings
Using the structural equation modeling technique, seven hypotheses are investigated. The results reveal that TQM has a direct and significant positive effect on OP and INN. Data analysis shows that there is a significant positive effect between TQM and OL, while OL positively influences OP and INN. Furthermore, the results illustrate a mediating effect of OL between TQM and OP and INN. The results reveal that large industries and SMIs show significant differences in the relationship, including the conceptual model.
Practical implications
The conceptual framework can be used by practitioners for effective implementation of TQM practices to simultaneously improve operational performance, quality performance and INN. This study also focuses on the role of OL in large-scale industries.
Originality/value
While the relationships between TQM, INN and OP have been examined separately in previous studies, this study examines the relationship between these variables in a unique model in Tunisian industries, including OL as a mediating variable. In addition, it is one of the few studies that considers firm size as a contextual variable and provides an analysis of its effect on the relationships between these variables. This study presents new data and empirical insights into the relationship between these variables.
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Choon Ling Sim, Francis Chuah, Kit Yeng Sin and Yi Jin Lim
The purpose of this paper is to explore the moderating role of Lean Six Sigma (LSS) practices in explaining the relationship between quality management practices (QMPs) and…
Abstract
Purpose
The purpose of this paper is to explore the moderating role of Lean Six Sigma (LSS) practices in explaining the relationship between quality management practices (QMPs) and quality performance.
Design/methodology/approach
Partial least square-based structural equation modeling (PLS-SEM) was used to empirically examine the moderating effect of LSS practices on QMPs and quality performance in Malaysian medical device manufacturing companies.
Findings
Findings revealed that both QMPs and LSS practices have a significant and positive effect on quality performance. Furthermore, LSS practices served as a substitute for moderating the positive relationship between QMPs and quality performance in such a way that the relationship becomes weaker as LSS practices increase.
Originality/value
LSS is acknowledged as the most well-known hybrid methodology; however, due to its relative newness, it has not been studied in great detail. Unlike previous studies, this paper argued that Lean and Six Sigma practices are distinct from its predecessor TQM practices; moreover, both Lean and Six Sigma practices do not need to substitute QM/TQM practices instead of complimenting the QMPs. In addition, this study adds to the growing body of QM literature by empirically examine the effect of LSS practices in moderating the relationship between QMPs and quality performance.
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