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1 – 10 of over 167000Abraham Ato Ahinful, Abigail Opoku Mensah, Samuel Koomson, Felix Kwame Nyarko and Edmund Nkrumah
The “United Nations' Sustainable Development Goal” 9 seeks to “… foster innovation” in all sectors of an economy. Thus, this conceptual piece addresses the indirect effect of…
Abstract
Purpose
The “United Nations' Sustainable Development Goal” 9 seeks to “… foster innovation” in all sectors of an economy. Thus, this conceptual piece addresses the indirect effect of innovative behaviour (INB) between total quality management (TQM) and innovation performance (INP). It further explores the context-contingent effect of four external factors [government regulation (GOV), market dynamism (MKD), competitive intensity (CMP) and technological turbulence (TUR)] on the TQM–INB linkage.
Design/methodology/approach
By incorporating both theoretical and empirical works in the fields of strategic management, innovation and business performance, this conceptual piece constructs a conceptual model, using a systematic literature review, alongside suppositions that can be tested in further studies.
Findings
This conceptual piece puts forward that TQM will be favourably connected to INP, and this favourable association will be mediated by INB. Moreover, GOV, MKD, CMP and TUR will have a favourable context-contingent effect on the favourable direct connection between TQM and INB.
Research limitations/implications
This conceptual piece affords suggestions for both practitioners and researchers alike in the areas of innovative and strategic decision-making in banking establishments for reinforcing INP by introducing TQM, INB, GOV, MKD, CMP and TUR as innovative-strategic tools. It also delivers suggestions for forthcoming academics to examine this conceptual piece, empirically, in diverse banking sites worldwide.
Practical implications
Practical lessons for managers, employees, customers and consultants within the banking sector for the superior advantage of all key stakeholders are deliberated.
Originality/value
This study provides a new model to demonstrate how TQM leads to INP by passing through INB of employees, and how TQM fosters INB under diverse degrees of GOV, MKD, CMP and TUR. It shows how internal factors (7 TQM dimensions) and external factors (GOV, MKD, CMP and TUR) interact to foster employee INB. It also underscores the theoretical authority of three theories utilised, both individually and in combination, by using them to explain new relationships.
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For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (just‐in‐time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
Guilherme Tortorella, Ricardo Giglio, Flavio S. Fogliatto and Rapinder Sawhney
The purpose of this paper is to examine the mediating effect of learning organization dimensions on the relationship between the implementation of total quality management…
Abstract
Purpose
The purpose of this paper is to examine the mediating effect of learning organization dimensions on the relationship between the implementation of total quality management practices and companies’ operational performance improvement.
Design/methodology/approach
The authors carried out a cross-sector survey with 135 Brazilian manufacturing companies that have been implementing total quality management as an organizational strategy for at least five years. Collected data were analyzed using multivariate data analysis techniques.
Findings
The findings provide guidelines for manufacturers to increase their learning capability by reinforcing the implementation of total quality management practices, whose synergistic effects may be currently neglected. Results show that an enhanced organizational learning capability can significantly impact the improvement level of operational performance through the application of total quality management practices.
Originality/value
Several authors have investigated the relationship between total quality management implementation and learning organization aspects. However, most studies examined their relationship from a narrow perspective or under specific contexts, lacking empirical validation of their concurrent effect on operational performance improvement. The study aims at bridging this gap.
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For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (just‐in‐time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
Many organizations are investing much time and effort in the management of quality. A few enlightened ones even have a vision to be the best. G. Howland Blackiston, thepresident…
Abstract
Many organizations are investing much time and effort in the management of quality. A few enlightened ones even have a vision to be the best. G. Howland Blackiston, the president of the Juran Institute, noted recently that, “All around the world companies are waking up to ‘quality’. Everyone is touting quality. Many are attempting it. Some organizations have gotten enviable results by using the concepts of ‘managing for quality’ dramatically to lower their costs, increase their profits and become more competitive in an increasingly competitive market. For these winners, quality has become an integral part of their business strategy”.
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
This article recognises that many total quality management initiatives fail and that the failures are often due to a lack of knowledge, skills and expertise, particularly in…
Abstract
This article recognises that many total quality management initiatives fail and that the failures are often due to a lack of knowledge, skills and expertise, particularly in relation to the organisation’s leaders/managers. In contrast however, success is more likely if the implementation approach is well planned, executed, assessed and reviewed. There are five key steps that need to be contained within the implementation plan some of which include setting up a steering committee, agreeing the norms, values and behaviours for the organisation and determining indicators associated with success. Furthermore, a number of actions need to be effected within those five key steps. In essence it was concluded that without careful planning the programme for implementing total quality management was likely to fail resulting in an opposite effect on the quality of healthcare delivery to the one that was intended.
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The purpose of this paper is to explore the influence of human factors in quality management on quality improvement practices and organisational performance in the Yemeni…
Abstract
Purpose
The purpose of this paper is to explore the influence of human factors in quality management on quality improvement practices and organisational performance in the Yemeni industrial sector.
Design/methodology/approach
Data were collected via a quantitative survey with a questionnaire distributed to 261 managers from 87 industrial companies. Replies from 210 managers give a response rate of 80 per cent. Data were analysed with Statistical Package for the Social Sciences 16.0, including factor analysis, reliability analysis, descriptive statistics, and correlation analysis. Structural equation modelling was carried out using Amos to evaluate the model and hypotheses.
Findings
Human factors influence positively quality improvement practices and organisational performance. Quality improvement practices positively influence organisational performance. Human factors indirectly and significantly influence organisational performance via the mediator of quality improvement practices.
Research limitations/implications
The findings will be useful to both researchers and managers, especially those in Yemeni industrial companies. For further work, this study can be expanded to cover companies in other Middle East countries, and it may include more human factors.
Originality/value
The study is one of a few that investigate the influence of human factors on quality management. Additionally, this study is the first to carry out such research in the Yemen and the Middle East region.
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