This research examines relationship between total quality management and organizational performance with the mediating effect of knowledge transfer and Innovation capabilities. This research encourages investigation of the several logical factors that characterize overall quality management. The researcher used quantitative survey research approach to conduct this research. The population of the study was consisted of 240 textile industry employees in Faisalabad, Pakistan. Results show that quality management significantly effect on organizational performance. The results indicated that knowledge transfer and Innovation Capabilities mediate the relationship between total quality management and organizational performance. This study provides foundation for specialists to customize quality management practices under various situational factors while involving the knowledge- sharing and innovation capabilities of the employees by recognizing two distinct crucial directions of QM practices. This paper mainly contributes to the study of organizational context enablers for total quality management, especially when firms are seeking to build/improve innovation capabilities to enhance organizational performance.
The culture in Hofstede's work offered a lens through which to view cross-cultural disparities. The model proposes the concept of 'power distance (PD)' as means of understanding the gap between authority and power between governors/leaders and the governed/followers. 'Political apathy' (PA) and alienation are common among citizens who experience high power distance (High-PD). Citizens are more likely to get involved in politics, vote, and take action when there is less of a gap between them and those in the power. The purpose of this research was to quantify the quality of these connection from the perspective of academics at Thal University Bhakkar, Punjab Pakistan. The results of study provide significant information about the existence of the potential relationships between variables which thus help in reaching the desired conclusion. The positive and negative associations between PD and PA and PP are supported by field research. It will be crucial for stakeholders to adapt their strategies and practices in light of the recommendations made in the field study.
Policymakers and practitioners in telecommunication industry are not fully aware of the positive significance of structural capital to the enhancement of their operational and workers efficiency. The aim of this study therefore is to examine the effects of structural capital on organisational efficiency of ICT companies in the Sub-Saharan Africa using the knowledge-based view as theoretical underpinning. Cross-sectional research design was employed while the simple random sampling was used to select five ICT firms. Accessible population of two hundred and fifty participants was drawn from sample frame of five telecommunication firms. Sample size of one hundred and fifty-two was determined from accessible population. Hypotheses were analysed with multiple linear regression techniques with the aid of IBM SPSS. Study found that structural capital has significant positive effects on the organisational efficiency of ICT companies. The study concludes that structural capital measured in terms of process capital, innovation capital and customer capital enhance the organisational efficiency of ICT companies in Sub-Saharan Africa.
The purpose of this study is to investigate manager’s social influence on the relationship between aggression management and organisational commitment using cross-sectional survey. Accessible population of five manufacturing companies operating in Enugu state was surveyed. One hundred and ninety six participants completed the instrument but only one hundred and eighty two were returned and found valid for analysis. Face validity was used to determine the validity of instrument used. Cronbach α was used to determine the reliability of the instrument. Frequency distribution and Pearson Product Moment Correlation Coefficient were used to conduct the analysis. Result of the study revealed that aggression management has positive significant relationship with organisational commitment. On the other hand, manager’s social influence positively and significantly moderates the relationship between aggression management and organisational commitment. The study concludes that aggression management measured in terms of self-control and punishment enhances organisational commitment. The implication of this study is that managers, policy makers and human resource professionals should use their social influence in handling aggressive behaviour in the workplace so as to increase the commitment of their subordinates which will in turn increase profitability, growth and expansion of the organisation.
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