Does interaction between TQM practices and knowledge management processes enhance the innovation performance?

Abstract

Purpose The purpose of this paper is to investigate the effect of applying total quality management (TQM) on enhancing knowledge management processes. It also examine the relationship between knowledge management and innovation performance in the Malaysian manufacturing sector. Design/methodology/approach This study used a survey method to test the formulated hypotheses. Therefore, the adopted questionnaire was used as an instrument to collect the needed data. The population of the study consisted of 800 big and medium manufacturing companies listed in Federation of Malaysian Manufacturers (2012). Findings The results of this paper support a positive and significant impact of TQM practice on knowledge management processes. Furthermore, the relationship between knowledge management and innovation performance has been a proved. However, further analysis on dimension level indicates that knowledge acquisition failed to show significant relationship with innovation performance. Originality/value This study addresses one of the recent issues within the Malaysian context of becoming a developed nation, which is innovation performance, specifically for manufacturing companies. To do so, the overlapping relationships among TQM practices, knowledge management, and innovation performance have been tested.

Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

“…The evolution of operation management practices such as QMS and latest trends in HPWS with their significant effect on organizational effectiveness, has received widespread attention from both academia and industry during the past few decades. Different frameworks of QMS [1,2,3,4,5] and HPWS [6,7,8] have been developed in the past to investigate their link with organizational effectiveness. In most of the QMS related studies, while analysing the relationship between QMS and organizational performance: (1) QMS has either been operationalized as a single construct [9,10,11] etc., or a multidimensional construct [12,13,14,15] (2) the mutual relationship of quality management common practices and their impact on quality related outcomes have been focused [1,2].…”

Impact of Knowledge Oriented Leadership on Knowledge Management Processes in the Middle Eastern Audit and Consulting Companies

“…Knowledge acquisition process was assessed through the ability to acquire knowledge for developing specific programs, and the process of acquiring expertise (Ali et al, 2018). Knowledge storage process was assessed through the availability of customer databases and the availability of knowledge databases (Lin, 2007;Ramachandran, Chong, & Ismail, 2009;Yusr et al, 2017). Knowledge sharing process was assessed through the ability to share knowledge with colleagues, the ability to share knowledge among business units and with stakeholders (Casimir, Ng, & Cheng, 2012;Fullwood, Rowley, & Delbridge, 2013;Mura, Lettieri, Radaelli, & Spiller, 2013;Dijk Van, Hendriks, & Romo-leroux, 2016;Ali et al, 2018).…”

“…Knowledge application process was assessed through converting knowledge into action plans, and using knowledge efficiently to solve problems and reach specific goals (Lin, 2007;Ramachandran et al, 2009;Casimir et al, 2012;Fullwood et al, 2013;Dijk Van et al, 2016;Ali et al, 2018). Knowledge oriented leadership was assessed through the encouragement of employees to create, acquire, store, share and apply knowledge (Fullwood et al, 2013;Donate & de Pablo, 2015;Yusr et al, 2017;Naqshbandi & Jasimuddi, 2018;Shariq et al, 2019;Shamim et al, 2019).…”

“…Organizational performance was assessed through knowledge strategy effectiveness (the relation between knowledge strategy and performance), resources' efficiency (the relation between organization resources and performance), and leadership (the relation between organization's leadership in the market and performance) (Lin, 2007;English et al, 2010;Al Hakim & Hassan, 2012;Al Rubaiee et al, 2015;Jenatabadi, 2015;Tubigi & Al Shawi, 2015;Najmi et al, 2017;Yusr et al, 2017;Ali et al, 2018;Lashari & Rana, 2018;Al Ahbabi et al, 2019).…”

“…Knowledge management can be defined as the purposeful and systematic management of processes, methods, and tools, making full use of the organisation's knowledge potential to form goals, make efficient decisions, create and implement the uniqueness and value of the organization. Scientists, when examining the process approach to knowledge management, distinguish between different combinations of knowledge management processes (Wiig, 1993;Meyer & Zack, 1996;Mcelroy, 1999;Probst, Raub, & Romhardt, 2000;Rollett, 2003;Becerra-Fernandez, Gonzalez, & Sabherwal, 2004;Lin & Lee, 2005;Franco & Mariano, 2007;Supyuenyong, Islam, & Kulkarni, 2009;Sun, 2010;Dalkir, 2011;O'Dell & Hubert, 2011;Pinho, Rego, & Pina e Cunha, 2012;Rusly, Corner, & Sun, 2012;Wee & Chua, 2013;Agarwal & Islam, 2014;Bigliardi, Galati, & Petroni, 2014;Obeidat, Masa' deh, & Abdallah, 2014;Ranjbarfard, Aghdasi, López-Sáez, & López, 2014;Chang & Lin, 2015;Hegazy & Ghorab, 2015;García-Fernández, 2015;Tubigi & Alshawi, 2015;Wahba, 2015;Costa & Monteiro, 2016;Hwang, 2016;Kianto, Vanhala, & Heilmann, 2016;Nowacki & Bachnik, 2016;Acar, Tarim, H. Zaim, S. Zaim, & Delen, 2017;Bican, Guderian, & Ringbeck, 2017;Chhim, Somers, & Chinnam, 2017;Koohang, Paliszkiewicz, & Goluchowski, 2017;Yusr, Mokhtar, Othman, & Sulaiman, 2017;Dzenopoljac...…”