Quality management practices and sustainable performance: examining the role of soft TQM as mediator

Khalili, Amjad; Ismail, Yusof; Karim, Abdul; Daud, Mohd Radzi Che

doi:10.1504/ijise.2019.10018817

Cited by 4 publications

(10 citation statements)

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“…In this study, we focused on Lean Management and Six Sigma (LM&SS) as a widely adopted operations management approach in healthcare ( Internalizing LM&SS Bhat et al, 2022) within the larger framework of TQM (Klefsj€ o et al, 2001). Specifically, we concentrated on several gaps in existing research, namely a failure to address the interplay between "hard" and "soft" factors of LM&SS (Ershadi et al, 2019;Khalili et al, 2019;De Koeijer et al, 2022;Durairatnam et al, 2021), inconsistent evidence for the effect of these "hard" and "soft" LM&SS factors on outcomes (Abdullah and Tar ı, 2017;Wilson et al, 2018;Anthony et al, 2018;Bhat et al, 2022) and the potential of climate and Human Resource Management (HRM) for internalizing LM&SS (Thirkell and Ashman, 2014;Antony et al, 2019;Cavallone and Palumbo, 2021). We conceptualized "hard" and "soft" practices for LM&SS and defined a separate bundle of "soft" LM&SS practices that are specifically HRrelated.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

“…There is, however, a need for more empirical research on the application of LM&SS in healthcare (Bertolaccini et al, 2015;Ko et al, 2016;Da Silva et al, 2018;Wilson et al, 2018;Anthony et al, 2018;Bhat et al, 2022). One of the main gaps in studies on LM&SS in healthcare is that they fail to address the interplay between its "hard" and "soft" factors (Lau and Idris, 2001;Ershadi et al, 2019;Khalili et al, 2019). For example, although research shows that "soft" practices, i.e.…”

Section: Introductionmentioning

confidence: 99%

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A balanced approach involving hard and soft factors for internalizing Lean Management and Six Sigma in hospitals

Koeijer

Strating²,

Paauwe³

et al. 2022

TQM

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PurposeThis study examines the theoretical and empirical relationships between LM&SS, human resource management (HRM), climate for LM&SS and outcomes (employee well-being and performance) in hospitals. As part of this research, the authors examine the interplay between “hard” and “soft” practices for LM&SS and “soft” HR practices.Design/methodology/approachA cross-sectional, multisite survey study covering all internal service units at all eight Dutch university hospitals was conducted (42 units, N = 218 supervisors, N = 1,668 employees), and multivariate multilevel regression analyses were performed.FindingsA systems approach involving “soft” LM&SS practices that are specifically HR-related has a positive effect (β is 0.46) on a climate for LM&SS. A climate for LM&SS is not related to perceived performance or employee health. It is, however, positively related to employee happiness and trusting relationships (both βs are 0.33). We did not find that a climate for LM&SS had a mediating effect.Research limitations/implicationsThis study shows that a balanced approach involving both “hard” and “soft” factors is crucial to achieving the desired breadth and depth of LM&SS adoption at the macro, meso, and micro levels. The authors found that a climate for LM&SS positively affects employee well-being in hospitals.Practical implicationsIn their attempt to create mutual gains for both their organization and their employees, hospitals that adopt LM&SS should foster a climate for LM&SS by embracing a balanced approach consisting of both “hard” and “soft” practices, thereby internalizing LM&SS at the macro, meso, and micro levels.Originality/valueThis is one of the first studies to examine in-depth the impact of “hard” and “soft” LM&SS on both employee well-being (subdivided into different components) and performance in healthcare, as well as the role of “soft” HRM in this relationship. Linking LM&SS, HRM and outcomes to a climate for LM&SS is relatively a new approach and has led to a deeper understanding of the mechanisms underpinning the internalization of LM&SS in healthcare.

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Section: Discussion Of Findingsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A balanced approach involving hard and soft factors for internalizing Lean Management and Six Sigma in hospitals

Koeijer

Strating²,

Paauwe³

et al. 2022

TQM

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“…It is imperative to understand that the soft side (human factor) is vital to an integrated socio-technical system for establishing organizational targets, managing human talent and evaluating performance (Ifechukwude and Onuh, 2010;Liker and Hoseus, 2010;Badurdeen et al, 2011). The soft side of lean practices considers three key dimensions: strategic planning, human resource focus and strategic quality policy that are taken from the TQM (Khalili et al, 2017) and lean philosophies, being the last one implementation an integrative concept (Marudhamuthu et al, 2011). This study helps to understand how these dimensions that remain underresearched in South America can be analyzed and understood providing new insights for the academic world.…”

Section: Introductionmentioning

confidence: 99%

The key success factors to adopting lean practices: the case of South American manufacturing firms

Ferrer

Calvo

Santa

2022

TQM

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PurposeThe purpose of this paper is to identify the factors that promote the successful adoption of lean practices in manufacturing firms operating in developing economies in South America.Design/methodology/approachBased on the results obtained from using structural equation modeling to analyze the collected data, the authors argue that manufacturing organizations need to identify the factors that assist in successfully adopting lean practices in manufacturing firms operating in developing economies in South America. A dataset of 1,809 responses, gathered from manufacturing firms as part of the World Management Survey, was used to find support for the proposed hypotheses.FindingsSeveral hypotheses were tested finding that lean practice success factors such as organizational targets proved to have a significant and positive relationship with the mediating factor, performance management. Likewise, performance management was also found to have a significant and positive relationship with lean practices adoption. Human capital management (HCM) has a significant but negative predictive relationship with lean practices.Research limitations/implicationsThe empirical results of this study provide valuable managerial insights. The results are therefore limited to the economies analyzed and to the variables surveyed as part of the World Manufacturing Survey research.Practical implicationsThe results of this research provide a starting point for researchers to continue studying the key lean practice factors and relationships in the achievement of improved performance management, thereby helping managers in developing strategies to improve the lean capabilities of their practices. This, in turn, will increase the organization's competitive advantage sustainably.Originality/valueThis paper identifies and tests the impact of key factors on successful lean practices adoption in South American organizations in the manufacturing sector.

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“…Fundamental is the assumption that the systematic implementation of the quality concepts and standards leads to corporate success and, as such, this approach encompasses all organizational levels from suppliers via employees to the consumers (Lasrado, 2019). TQM represents one of managerial approaches with focus on the fulfilment and even exceedance of customer's needs and expectations through the application of specific "hard" and "soft" aspects (Vouzas and Psychogios, 2007;Gadenne and Sharma, 2009;Khalili et al, 2019). Although the actual quality improvement is coming though the proper application of "hard" aspects of TQM like techniques, systems and tools, it has been argued that the "soft" side is equally important as it is associated with the organisation itself as an alive human system (Psychogios and Wilkinson, 2007;Psychogios and Priporas, 2007).…”

Section: Introductionmentioning

confidence: 99%

“…The question that emerged (and continuously emerges) is the following: what kind of leadership is needed in order not just to promote TQM ideas and promises, but also to apply them effectively and continuously in organisations? Although there is some research about the "soft" side of TQM in general and TQL in particular, more investigation is needed in order to understand further the interdependencies between leadership and TQM (Verma, 2014;Khalili et al, 2019). While many studies have been focused on the effects of culture, national (Noronha, 2002a(Noronha, , b, 2003(Noronha, , 2007 or organisational Tsironis and Psychogios, 2016) on TQM implementation, there are fewer ones concerning the effects of leadership on TQM application.…”

Section: Introductionmentioning

confidence: 99%

Re-conceptualising Total Quality Leadership: a framework development and future research agenda

Psychogios

2022

TQM

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PurposeThe aim of this paper is to theoretically explore the concept of leadership in a Total Quality Management (TQM) context by developing a new theoretical framework of understanding Total Quality Leadership (TQL) as well as by opening the dialogue in researching further key elements of TQL.Design/methodology/approachThe approach that the paper adopts is conceptual. Based on exploration of the wider management and leadership literature of empirical and theoretical studies, this paper develops a framework of TQL.FindingsThe suggested TQL framework is composed by three main pillars, namely the proactive, adaptive and the relational. The former consists of elements like anticipation of current business environment complexities and filtering of information that enhances practice decision making. The second pillar refers to adaptation, autonomy and feedback while the last one emphasises on the importance of aspects like social interactions, engagement and empathy. The paper explains why the specific pillars with the additional elements are critical for TQM success.Originality/valueGiven the tremendous challenges that organisations face due to increased complexity and demanding competition of the business environments globally, the role of leadership as the major “soft” aspect of TQM approach, seems to be vital more than ever. But the type of TQL appropriate to enhance total quality success nowadays, is still (and should be) under continuous exploration. This conceptual study attempts to provide new theoretical insights of TQL as well as to open the dialogue around the main elements consisting of TQL and how the future research agenda is formulated.

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Quality management practices and sustainable performance: examining the role of soft TQM as mediator

Cited by 4 publications

References 0 publications

A balanced approach involving hard and soft factors for internalizing Lean Management and Six Sigma in hospitals

A balanced approach involving hard and soft factors for internalizing Lean Management and Six Sigma in hospitals

The key success factors to adopting lean practices: the case of South American manufacturing firms

Re-conceptualising Total Quality Leadership: a framework development and future research agenda

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