The effect of total quality management practices on the performance of enterprise resource planning projects: the case of Jordan

Sweis, Rateb J.; Suleiman, Rawan; Alsayyed, Niveen M.; Suifan, Taghrid

doi:10.1504/ijpqm.2020.110941

Cited by 2 publications

(9 citation statements)

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“…Next, we provide banking sector literature on the impact of total quality management on innovation performance, intervened by innovative behaviour. We also offer banking sector literature on the conditional roles of external factors on the total quality managementinnovative behaviour nexus, since available literature precludes information on the banking sector, concentrating on others sectors like education (Kingi and Mwangangi, 2017;Koomson, 2022;Sweis et al, 2020), healthcare (Abadi et al, 2018;Abdallah and Mohamed, 2018;Alomari et al, 2020;Baidoun et al, 2018;Khalil and Muneenam, 2021;Mosadeghrad and Afshari, 2020;Zaid et al, 2020), agro-based (Akanmu et al, 2020), automotive (Petcharit et al, 2020), air conditioning (Mitreva et al, 2020), manufacturing (Lizarelli et al, 2023;Phan et al, 2019;Sila, 2018;Udofia et al, 2021), shipping (Thai and Jie, 2018), research & development (Gupta et al, 2017) and hospitality (Wang et al, 2012).…”

Section: Discussionmentioning

confidence: 99%

“…Mosadeghrad and Afshari (2020) revealed that total quality management increased productivity in the healthcare sector of Iran. Sweis et al (2020) showed that total quality management boosted academic performance of private schools in Jordan. Ali (2020) found that total quality management strengthened the competitive advantage of transnational firms in Malaysia.…”

Section: Theoretical Development Resource-based Theory Of a Firmmentioning

confidence: 99%

“…In addition, literature addressing the mechanism through which a quality management strategy passes to boost innovative performance in firms have gone unnoticed. Existing studies have concentrated on the effect total quality management on variables like patient satisfaction (Abadi et al, 2018;Abdallah and Mohamed, 2018;Zaid et al, 2020), student retention (Koomson, 2022), sustainable performance (Akanmu et al, 2020), procurement performance (Kingi and Mwangangi, 2017), organisational performance (Kura et al, 2020;Sawaean and Ali, 2020;Sweis et al, 2019;Thai and Jie, 2018), corporate social performance, financial and market performance (Sila, 2018), productivity (Mosadeghrad and Afshari, 2020), competitive advantage (Ali, 2020;Othman et al, 2020), knowledge creation (Barua, 2021), academic performance (Sweis et al, 2020), business value excellence (Alomari et al, 2020), market orientation and service quality (Samat et al, 2006), flexible performance (Phan et al, 2019), integrated performance (Udofia et al, 2021) and operational performance (Kumar and Mishra, 2020), overlooking innovative behaviour and innovation performance. Hence, in this conceptual piece, we address the effect of total quality management on innovation performance in the banking sector.…”

Section: Introductionmentioning

confidence: 99%

“…Acknowledging that total quality management literature exists, this available literature precludes information on the banking sector. Existing studies have focused on other sectors like education sector (Kingi and Mwangangi, 2017;Koomson, 2022;Sweis et al, 2020), healthcare sector (Abadi et al, 2018;Abdallah and Mohamed, 2018;Alomari et al, 2020;Baidoun et al, 2018;Khalil and Muneenam, 2021;Mosadeghrad and Afshari, 2020;Zaid et al, 2020), agro-based sector (Akanmu et al, 2020), automotive sector (Petcharit et al, 2020), air conditioning sector (Mitreva et al, 2020), manufacturing sector (Lizarelli et al, 2023;Phan et al, 2019;Sila, 2018;Udofia et al, 2021), shipping sector (Thai and Jie, 2018), research & development sector (Gupta et al, 2017) and hospitality sector (Wang et al, 2012), disregarding the banking sector.…”

Section: Introductionmentioning

confidence: 99%

“…, 2019; Thai and Jie, 2018), corporate social performance, financial and market performance (Sila, 2018), productivity (Mosadeghrad and Afshari, 2020), competitive advantage (Ali, 2020; Othman et al. , 2020), knowledge creation (Barua, 2021), academic performance (Sweis et al. , 2020), business value excellence (Alomari et al.…”

Section: Introductionmentioning

confidence: 99%

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A conceptual framework of total quality management on innovation performance in the banking sector

Ahinful,

Opoku Mensah,

Koomson

et al. 2023

TQM

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PurposeThe “United Nations' Sustainable Development Goal” 9 seeks to “… foster innovation” in all sectors of an economy. Thus, this conceptual piece addresses the indirect effect of innovative behaviour (INB) between total quality management (TQM) and innovation performance (INP). It further explores the context-contingent effect of four external factors [government regulation (GOV), market dynamism (MKD), competitive intensity (CMP) and technological turbulence (TUR)] on the TQM–INB linkage.Design/methodology/approachBy incorporating both theoretical and empirical works in the fields of strategic management, innovation and business performance, this conceptual piece constructs a conceptual model, using a systematic literature review, alongside suppositions that can be tested in further studies.FindingsThis conceptual piece puts forward that TQM will be favourably connected to INP, and this favourable association will be mediated by INB. Moreover, GOV, MKD, CMP and TUR will have a favourable context-contingent effect on the favourable direct connection between TQM and INB.Research limitations/implicationsThis conceptual piece affords suggestions for both practitioners and researchers alike in the areas of innovative and strategic decision-making in banking establishments for reinforcing INP by introducing TQM, INB, GOV, MKD, CMP and TUR as innovative-strategic tools. It also delivers suggestions for forthcoming academics to examine this conceptual piece, empirically, in diverse banking sites worldwide.Practical implicationsPractical lessons for managers, employees, customers and consultants within the banking sector for the superior advantage of all key stakeholders are deliberated.Originality/valueThis study provides a new model to demonstrate how TQM leads to INP by passing through INB of employees, and how TQM fosters INB under diverse degrees of GOV, MKD, CMP and TUR. It shows how internal factors (7 TQM dimensions) and external factors (GOV, MKD, CMP and TUR) interact to foster employee INB. It also underscores the theoretical authority of three theories utilised, both individually and in combination, by using them to explain new relationships.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Development Resource-based Theory Of a Firmmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

A conceptual framework of total quality management on innovation performance in the banking sector

Ahinful,

Opoku Mensah,

Koomson

et al. 2023

TQM

View full text Add to dashboard Cite

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Organizational culture as a factor in the successful implementation of the TQM concept

Todorović-Spasenić,

Erić-Nielsen,

Stojanović-Aleksić

2023

Ekonomika preduzeća

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Continuous work on quality improvement in all business domains, based on employee teamwork and process orientation, is one of the key predictors of maintaining and improving the company's existing competitive position. Organizational culture, as a key factor of the company's internal environment, is an important determinant of the implementation of the concept of total quality management (TQM concept), which is directly reflected in the generation of TQM performance improvement. The conducted empirical research includes a sample of 64 manufacturing companies, with a certified quality management system, in the territory of the Republic of Serbia. Their business practice indicated the existence of a strong direct correlation between the dimensions of organizational culture -the principles of the TQM concept -TQM performance, which is an indicator of the significant impact of organizational culture on generating improvements in any domain of implementing the quality management philosophy and reaching the level of business excellence. The contribution of the paper is reflected in the expansion of the knowledge base and a better understanding of the mutual relationship between internal organizational relations and the quality improvement process.

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The effect of total quality management practices on the performance of enterprise resource planning projects: the case of Jordan

Cited by 2 publications

References 0 publications

A conceptual framework of total quality management on innovation performance in the banking sector

A conceptual framework of total quality management on innovation performance in the banking sector

Organizational culture as a factor in the successful implementation of the TQM concept

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