This paper explores the effect diversity and conflict management have on the relationship between teamwork and organizational performance in small technology-based firms. The study of the relationship between these variables has involved quantitative research, with the results of the survey on 107 small Brazilian high-tech firms showing that diversity and conflict management positively moderate the relationship between teamwork and organizational performance. This means that higher levels of diversity and conflict management lead to better organizational performance. At the same time, our findings indicate that conflict management is important regardless of the level of diversity within teams. This research sheds new light on the factors for rendering teamwork more effective in this specific context.
This paper examines the relationship between strategy and Total Quality Management (TQM) implementation, as well as the impact of the adaptation of both to organizational performance. We have used the emphasis on cost leadership, differentiation on marketing and differentiation on innovation as strategic dimensions to develop four great strategic configurations. The degrees of implementation of the TQM elements in each of them, as well as their associations to the various types of performances have been studied. Our results significantly support the hypotheses proposed, and suggest differences in TQM implementation depending on the selected strategy. It is also noticed that companies with greater degrees of co-alignment between their strategies and TQM are those with the highest levels of performance.
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