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

Khalili, Amjad; Ismail, Md Yusof; Karim, A.N.M.; Daud, Mohd Radzi Che

doi:10.1504/ijise.2019.097739

Cited by 9 publications

(13 citation statements)

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“…Hence, the framework of sustainable balanced performance presented in this research could be known as an advantage. Although researchers [77,78] studied concepts related to expansion of activities related to business with sustainable performance, and the fact that most studies in sustainable performance are related to supply chain [79], we dare to say that sustainable balanced performance has not been pinpointed by other researchers. In this regard, other researchers can benefit from this view to expand and develop concepts related to evaluation and management of performance, and corporate managers can benefit from this aspect of performance evaluation (due to the support of presented model from sustainable balanced scoreboard and a systematic structure for performance review).…”

Section: Resultsmentioning

confidence: 96%

How do Knowledge Management Practices Affect Sustainable Balanced Performance? Mediating Role of Innovation Practices

2019

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The main purpose of this study is to investigate the mediating role of innovation practices (IP) amidst relations of knowledge management practices (KMP) and sustainable balanced performance (SBP). Furthermore, this research illustrates a comprehensive empirical study in the Iranian knowledge-based industrial companies that are the manufacturers of advanced machineries and equipment. First- and second-order exploratory factor analysis (EFA) was done to confirm constructs validity. Then, relations among variables were studied by applying the partial least squares (PLS) technique to collected data from 104 industrial knowledge-based companies. The results obtained from the analysis supported all the research hypotheses. KPM significantly and strongly affects IP and SBP. Also, IP mediates the relations between KPM and SBP in industrial knowledge-based firms.

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Section: Resultsmentioning

confidence: 96%

How do Knowledge Management Practices Affect Sustainable Balanced Performance? Mediating Role of Innovation Practices

2019

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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 (Antony et al, 2019;Niñerola et al, 2020 , 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%

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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“…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 & Wilkinson, 2007;Psychogios & Priporas, 2007).…”

Section: A Short Overview Of Tqmmentioning

confidence: 99%

“…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 interdependences between 6 leadership and TQM (Verma, 2014;Khalili et al, 2019). While many studies have been focused on the effects of culture, national (Noronha, 2002a(Noronha, , 2002b(Noronha, , 2003(Noronha, and 2007 or organisational Tsironis & Psychogios, 2016) TQL (Ulle & Kumar, 2014).…”

Section: A Short Overview Of Tqmmentioning

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 9 publications

References 0 publications

How do Knowledge Management Practices Affect Sustainable Balanced Performance? Mediating Role of Innovation Practices

How do Knowledge Management Practices Affect Sustainable Balanced Performance? Mediating Role of Innovation Practices

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

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

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