Impact of total quality management on corporate sustainability through the mediating effect of knowledge management

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

“…To begin with, as hypothesis (H1) indicates that there is a significant positive relationship between QMS-Top Management practices and organizational effectiveness. This finding is consistent with the results by Ahire and O'Shaughnessy [54], Saleh and Sweis [87], Jimoh et al [14] and Abbas [13]. QMS is inherently integrative and a strategic level priority.…”

“…QMS is a systematic approach consisting of mutually supporting principles, backed by multiple practices, criteria, tools and techniques, to achieve and sustain improved and high quality output [25]. There are varieties of definition for QMS in management literature based on following common aspects: (1) accomplishment of requirements as per specific customer needs (2) emphasis on particular products and/or services (3) enhanced organizational effectiveness and (4) lack of faults [26,4,13]. QMS has evolved as a management paradigm and an integrative management philosophy derived from multiple sources with several titles and acronyms.…”

“…However, the nature of analytical frameworks developed to probe the relationship between QMS and performance varies among the measurement studies. More recently, researchers such as Augustyn et al [12], Abbas [13], Jimoh et al [14], Sila [33], Shafiq et al [34], and O'Neill et al [4] have operationalized QMS as a 'Multidimensional Second Order Construct' to analyse the relationship between QMS and organizational effectiveness, while other researchers Busu [9], Androwis et al [10], Ahmad et al [35] and Wokabi [36] have tested the effect of QMS on organizational effectiveness using a 'First Order Construct' consisting of several factors representing groups of QM practices. Some authors have also classified QMS practices into distinct groups e.g.…”

“…Thus processes need to be tuned in accordance with customer's feedback so as to enhance the quality of products [25]. Several studies have established positive links of customer focus with product quality, customer satisfaction and on time delivery [6,5,13].…”

“…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]. However, within the QMS, there is shortage of empirical evidence about the relationship between QMSTop Management practices and QMSCore practices, when both are operationalized as separate multidimensional constructs.…”