Influence of top management commitment towards the effective implementation of TQM in Iraqi oil companies

Abstract

By raising performance, Total Quality Management (TQM) transforms any industry that is in a state of substantial structural change and facing increased competition. However, Iraq as one of the main global oil suppliers is still lagging on the TQM journey due to decreasing quality levels, particularly in management systems. Thus, this study aims to facilitate TQM in Iraqi Oil Companies by reviewing the TQM practices and the significance of Top Management Commitment (TMC) towards eliminating the barriers for implementation. To achieve this aim, the study utilises a mixed research approach and a single holistic case study strategy by triangulating literature and data collected from one of the leading Iraqi oil companies. The research identified TMC as the most influential factor for effective TQM implementation and six barriers. Furthermore, the research reveals the relationship between the top management commitment required for successful TQM implementation and barriers in that journey. This study will be the first of its kind in the Iraqi oil industry which will lead to a better understanding of TQM practices in Iraq and will encourage other researchers to extend this study through further work.

Factors Affecting Application of Total Quality Management Activities at Oncology Center Mansoura University

“…Thus, top-management commitment is a driving force for the successful implementation of TQM practices. Similarly, Aletaiby, Rathnasinghe & Kulatunga, (2021) (27) mentioned that the top management commitment has a vast contribution towards the successful TQM implementation and it has an inverse correlation between each of specific TQM barrier. This explains that each barrier required the organization to improve and enhance its top management commitment to improve its opportunities regarding overcoming or reducing the negative impact of these barriers that impeded successful TQM implementation.…”

Success Factors of Total Quality Management (TQM) Practices: A Case Study of University of Technology and Applied Sciences (UTAS) in the Sultanate of Oman

“…T he ma jo r facto r i n the ef fectivenes s of TQM implementation is the dedication of top management (Aletaiby et al, 2021). The managers need to be aware of the extent of their responsibilities even after the organization successfully implements TQM (Dubey et al, 2018).…”

Quality management practices and quality of work life – a conceptual model development

“…Employees are the most critical asset of any organization (Aletaiby et al, 2017). In today's technology-driven business environment, employees are valuable resources, as they create and use the technology (Das and Baruah, 2013).…”

“…QMP is a business management philosophy (Mangelsdorf, 1999) consisting of both production-related and employee-related dimensions (Wilkinson et al, 1992) with more emphasis on employees (Aletaiby et al, 2017). For the successful implementation of QMP, employees play a significant role (Brah et al, 2002;Obeidat et al, 2019).…”

“…Organizations must pay attention to intrinsic dimensions of TQM, which is QWL (James, 1992), and both intend to complement each other with positive association (Carayon et al, 1999). Many of the QMP dimensions deal with employee factors such as training, teamwork, leadership, HRM, rewards and recognition, quality control circles, employee involvement, total participation, employee empowerment, customer satisfaction and feedback (Flynn et al, 1994;Black and Porter, 1996;Guimaraes, 1996;Yasamis et al, 2002;Lewis et al, 2006;Koh and Low, 2010;Kumar et al, 2011;Gherbal et al, 2012;Hietschold et al, 2014;Dedy et al, 2016;Neyestani and Juanzon, 2016;Aletaiby et al, 2017). These factors are well-acknowledged as critical factors for the successful implementation of QMP (Bowen and Siehl, 1997), and most of these factors are concerned about employees (Ooi et al, 2013).…”