Knowledge creation through quality management

Asif, Muhammad; Vries, Henk J. de; Ahmad, Niaz

doi:10.1080/14783363.2013.791097

Cited by 37 publications

(48 citation statements)

References 33 publications

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“…Further, many of the identified studies have also called for an empirical enquiry (e.g. Asif et al, 2013;Benner and Tushman, 2003). We therefore propose:…”

Section: Discussionmentioning

confidence: 99%

“…Choo et al (2007) similarly argued that organisational learning affects performance through the knowledge it creates. In a similar vein (although from a practical perspective), Asif et al (2013) identified six QM practices that contribute to new knowledge and innovations. Organisational design factors also influence these QM practices (Steiber and Alänge, 2013).…”

Section: Making Organisations Agile and Adaptable To Rapid Environmenmentioning

confidence: 99%

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Challenges and propositions for research in quality management

Fundin

Bergquist

Eriksson

et al. 2018

International Journal of Production Economics

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From its inception, the field of quality management (QM) has been characterised by practicedriven development. Although QM has reached maturity as a field of research based on empirical enquiry, its practitioners still struggle to adapt QM implementations to reap their benefits. This study aims to identify their challenges to better understand how contemporary QM research addresses them. We propose approaches to bridge the potential relevance gaps between research and practice. A Delphi study of QM practitioners in Swedish private and public organisations, several of which operate globally, generated 49 challenges. An exploratory factor analysis was performed to cluster these challenges into themes, and the literature was reviewed to investigate how each theme has been addressed in QM research.The empirical investigation identified three themes related to future QM challengesorganisations' adaptability to rapid changes in the business environment, quality as a strategic concern for business owners, and managerial ownership of quality. By analysing these challenges, six propositions for future research were proposed to reduce potential relevance gaps. Future research should focus on how to make QM a strategic concern for owners, and explore how it can contribute to organisational ambidexterity and adaptability. Research should also determine how context influences the way QM is applied, and investigate how it can improve organisational learning and innovation. Finally, research should indicate how top managers can adopt the responsibilities of quality managers, and explore the ways the principal values of QM can be better integrated into organisations.

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“…Further, many of the identified studies have also called for an empirical enquiry (e.g. Asif et al, 2013;Benner and Tushman, 2003). We therefore propose:…”

Section: Discussionmentioning

confidence: 99%

Section: Making Organisations Agile and Adaptable To Rapid Environmenmentioning

confidence: 99%

Challenges and propositions for research in quality management

Fundin

Bergquist

Eriksson

et al. 2018

International Journal of Production Economics

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“…Sharma (2012) has identified the five attributes namely knowledge acquisition, knowledge dissemination, leadership, culture and technology as important dimensions of KM orientation in engineering institutions. Asif, de Vries, and Ahmad (2013) explained the six quality management practices and their contribution to the four types of knowledge creating process namely socialisation, externalisation, combination, and internalisation at various organisation levels. Further, they concluded that knowledge creation can be done by adoption of quality management practices in organisations.…”

Section: Km In Educationmentioning

confidence: 99%

The IEQMS model for augmenting quality in engineering institutions – an interpretive structural modelling approach

Pandi

Sethupathi²,

Jeyathilagar³

2014

Total Quality Management & Business Excellence

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High-quality engineering education is becoming increasingly important in India and worldwide due to globalisation and the universal demand for technical personnel of quality. Deterioration of quality in engineering education calls for revitalising the existing system of engineering educational institutions (EEIs) by the adoption of a structured integrated quality management model. Stakeholders' or customers' satisfaction is directly proportional to quality. Stakeholders aspire very much to employability and hence feel that engineering education should be rendered in terms of quality and the ability to produce a greater number of employable students of good quality who are compatible with organisations worldwide. In this paper, important critical success factors (CSFs) are identified through extant literature reviews, and the opinions of experts from academia and industry are sought to construct a new model, the -Integrated Educational Quality Management System (IEQMS). IEQMS is a comprehensive model, a bundle of global management practices such as ISO 9001:2008 Quality Management System, ISO 14001:2004 Environmental Management System, Occupational Health and Safety Management System (OHSAS 18001:2007), Six-Sigma (DMAIC methodology), knowledge management, lean thinking, and Total Quality Management.The authors attempted to explain IEQMS through the interpretive structural modelling (ISM) methodology, which will be very helpful in developing mutual relationships among the 10 successful critical factors which have been identified from the above quality concepts. The objective of this article is to evaluate the importance of CSFs in the successful implementation of the IEQMS model in EEIs through the ISM approach. The proposed IEQMS model may be the fittest to measure quality performance and could highly leverage quality when implemented in educational institutions in India and globally, especially in engineering education.

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“…These activities need to document the processes, in order to describe what the organisation does and, consequently, to make its knowledge and capacities explicit (Tang and Tong, 2007). Therefore, PMM facilitates the creation of knowledge (Asif et al, 2013), as the processes include concepts, methods and techniques to support the design, implementation and analysis of the activities that generate value. Accordingly, the information derived from the activities that form the processes are transformed into knowledge.…”

Section: Process Management Methodology and Knowledge Managementmentioning

confidence: 99%

“…In this study, the transversal analysis of the EFQM Model allows KM to be analysed in organisations which have been subjected to the evaluation process, taking into account that KM is not contemplated in any specify criterion of the model. More specifically, it will be attempted to analyse two important aspects for the effectiveness of KM: PMM (Asif et al, 2013) and the management of external alliances (Daud et al, 2011), because, knowledge management must begin with the knowledge that the organisation obtains from its internal processes, as well from its main partners and external collaborators. In addition, the effectiveness of KM will be analysed through the impact on the key business results (KBR).…”

Section: Introductionmentioning

confidence: 99%

Quality management practices, knowledge management and key business results in SMEs and large organizations: a multi-group analysis

Calvo‐Mora

García

Rey-Moreno

et al. 2015

Proceedings of the 2nd International Symposium on Partial Least Squares Path Modeling: The Conference for PLS Users

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Following the Total Quality Management philosophy and the knowledge management (KM) approach, this contribution aims to study the influence of process management methodology (PMM) and partner management (PM) on KM, and the relationships between this variable and key business results. The conceptual model is tested on a sample of 225 Spanish companies. PLS-SEM approach was used to test the research model. In order to assess the moderating effects of organisational size, a multi-group approach was adopted using two subsamples with large companies and small and medium-sized enterprises (SMEs). The findings indicate that the use of PMM and partner involvement are key factors for KM to have a significant impact on the key business results (KBR). Moreover, the organisational size is determinant when analysing the effect of PMM and PM on KM.

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Knowledge creation through quality management

Cited by 37 publications

References 33 publications

Challenges and propositions for research in quality management

Challenges and propositions for research in quality management

The IEQMS model for augmenting quality in engineering institutions – an interpretive structural modelling approach

Quality management practices, knowledge management and key business results in SMEs and large organizations: a multi-group analysis

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