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Previous contributions have reported a reciprocal relationship between total quality management (TQM) and organizational learning (OL). This paper aims to provide a clarified understanding of this relationship.

A content analysis of 15 studies published in academic journals since 2000 was conducted to examine the reciprocal relationship between TQM and OL. The findings of this analysis, along with potential explanations for bidirectional links, are discussed.

This paper’s main contribution is to explain the interplay between these two management approaches by sorting the practices, behaviors, and values regarding their focus. The findings have identified two foci precisely common focus and complementary focus.

The relationship between TQM and OL has been examined in previous studies. Whereas, this study examines the reciprocal relationship between these approaches. This review presents new insights into the relationship between these approaches.

The purpose of this research is to analyze the reciprocal relation between total quality management (TQM) and innovation (product innovation and process innovation) and their impact on operational and financial performance.

The data were obtained from a survey of 205 manufacturing companies. Structural equation modeling (SEM) was performed to evaluate the research model.

The results reveal that there is a reciprocal relationship between TQM and innovation. Moreover, the findings indicate a significant positive effect of product innovation and process innovation on operational performance and insignificant direct impact of TQM on operational performance. However, this effect is significant when it is mediated through product innovation and process innovation.

This paper helps practitioners to understand how TQM practices support both product and process innovation and the role of the latter in promoting the implementation of TQM practices and ensuring operational performance.

This study presents an innovative approach since it is among the first research studies that provide empirical evidence to a reciprocal association between TQM and innovation. Additionally, this paper examines the dimensions studied in different aspects. It considered financial performance and operational performance, and with respect to innovation, this dimension was analyzed through two different perspectives, namely product innovation and process innovation. This study is also among the first and few research studies that have studied the mediating effect of innovation.

This article aims to examine the direct and indirect effect among total quality management (TQM), corporate social responsibility (CSR) and financial and non-financial performance.

The empirical data were collected from a survey of 120 Tunisian certified firms using questionnaires. Structural equation path modeling PLS-SEM) was performed to test the research hypotheses.

The results indicate that TQM has no direct effect on financial performance (FP), while they positively impact non-financial performance (NFP) and CSR. The study also shows that CSR positively and significantly influences FP and NFP. In addition, it reveals the positive impact of FP on NFP. Furthermore, the results reveal an indirect effect of TQM on financial and non-financial performance through CSR.

The empirical study bridges the gap in the literature by analyzing the direct and indirect effect between TQM, CSR and performance in a single model. It also highlights the important role of CSR between TQM and financial and non-financial performance in the context of emerging countries.

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.

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.

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.

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.

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.

The purpose of this paper is to shed light on the usefulness of the mentoring dimensions and to test and validate the mentoring functions questionnaire (MFQ) among Tunisian successors.

To test and validate the MFQ among Tunisian successors, this study used a sample of 111 Tunisian successors, adopted the Churchill’s paradigm and followed the structural equation modeling.

This study confirms the importance of both vocational and psychological support but does not take into consideration the succession context.

Mentoring programs concern essentially employees and help them develop and grow both vocationally and personally. Successors, however, although they do face some hardships throughout their careers, they are outside the focus of attention. Thus, this study contributes to the mentoring literature by exploring the usefulness of the mentoring dimensions and by using the mentoring functions.

The purpose of this paper is to model the coaching practice on the one hand, and, on the other, develop and validate an integrative measurement scale that is associated to the following dimensions, namely, the coach’s enforcement of standards, the coach’s empathy and the coach’s expectation for entrepreneurial performance.

An empirical study of 111 Tunisian successors, which is based on the structural equation method, has enabled mentioning that the required dimensions are the coach’s enforcement of standards, the coach’s empathy and the coach’s expectation for entrepreneurial performance.

First, the coach’s enforcement of standards and the coach’s empathy are the main parts of the coaching practice in regard to the Tunisian successors. Second, this study shows that it is necessary to include entrepreneurial behavior on the research that treats successor’s coaching.

Coaching programs concern essentially employees and orient their careers through assistance, advice and orientation. However, although successors face some hardships throughout their careers, they are outside the focus of attention. Thus, this study contributes to the coaching literature by modeling the coaching practice and by developing and validating an entrepreneurial coaching scale.

This empirical study aims to explore the link between lean manufacturing practices (total quality management, just-in-time production, just-in-time purchasing, total productive/preventive maintenance), agile manufacturing, and operational and financial performance.

Data were collected from 205 Tunisian manufacturing firms, and the results were analyzed using structural equation modeling.

The results indicate that (1) lean manufacturing practices have a direct positive relationship with agile manufacturing except for just-in-time production, (2) agile manufacturing has a positive impact on operational performance and (3) lean manufacturing practices did not seem to contribute directly to operational performance. However, this relationship is significant when it is mediated through agile manufacturing.

This paper shows practitioners the importance of lean manufacturing practices to support agile manufacturing and the key role of agile manufacturing to ensure operational performance.

This paper presents an innovative approach since it studies simultaneously the three dimensions of lean manufacturing and their relationship with agile manufacturing and organizational performance.

This empirical study aims to explore the relationship between Total quality management (TQM), Total productive/preventive maintenance (TPM) and Just-in time (JIT). It also seeks to examine the relationship between Just-in time (JIT) and agile manufacturing.

Data for the study were collected from a survey of 205 industrial companies and the relationships proposed in the framework were tested using structural equation modeling.

The results indicate that (1) TPM has a positive impact on TQM and JIT, (2) TQM has a positive effect on JIT and (3) JIT has a direct positive relationship with agile manufacturing. In addition, the results reveal an indirect effect of TPM and TQM on agile manufacturing through JIT.

The conceptual model proposed and tested in this study can be used by researchers for developing Lean manufacturing practices (TQM, TPM and JIT) and agile manufacturing theory. In addition, this model shows to practitioners the importance of integrating TQM, TPM and JIT in manufacturing firms. In other words, this study shows practitioners how firms can support their agile manufacturing system.

This research presents an innovative approach since it examines simultaneously the interdependencies between TQM, TPM and JIT and their direct and indirect link with agile manufacturing using structural equation modeling.

The purpose of this paper is to explore the link between TQM/Six Sigma practices and their impact on performance.

Based on the literature review of research that investigated the TQM and Six Sigma best practices and performance, the TQM/Six Sigma practices are classified into three key categories: top management commitment and support (TMCS), infrastructure and core practices. This paper proposes a path model linking these practices and performance. The empirical data were obtained from a survey of 91 Tunisian companies in different sectors. The research model was tested using partial least squares (PLS) technique based on SmartPLS software.

The result shows that the implementation of Six Sigma practices is based majorly on the TQM practices. Also, it reveals the positive impact of TQM/Six Sigma practices on performance. Furthermore, the analysis of path model reveals the relative interdependence and significant link between TMCS, infrastructure, core practices and performance.

The path model tested in this study combines the TQM/Six Sigma practices and reveals their link with performance, which enhance the research theory of both two approaches. Moreover, it will be a useful support for the quality expert on the effective integration of TQM and Six Sigma methods.

This study is the first one which studies the link between TQM/Six Sigma practices and company’s performance in the Tunisian context based on PLS technique.

The aim of this research is to study the direct and indirect effects among governance characteristics, long-term orientation and sustainable longevity of family firms.

Data were collected from 108 family firms operating in different sectors using survey questionnaires. The authors used the partial least square structural equation modeling (PLS-SEM) to examine the hypotheses of the study.

Results indicate that governance characteristics influence long-term orientation and sustainable longevity. Furthermore, results also suggest that long-term orientation partially mediates the impact of governance characteristics on sustainable longevity. These findings provide critical implications for both theory and practice.

The findings of the study fill gaps in the existing literature and contribute to the body of knowledge in strategic management literature by providing additional evidence of the internal drivers of corporate sustainable longevity, particularly for family SMEs in developing economies.