The impact of TQM practices and KM processes on organisational performance

Abstract

Purpose The purpose of this paper is to investigate the impact of total quality management (TQM) practices in terms of leadership, strategic planning, customer focus, teamwork, process management, information, and analysis on organizational performance in Jordanian telecommunications companies. In addition, the mediating effect of knowledge management (KM) processes is tested. Design/methodology/approach A survey instrument was used to gather empirical data, and it was distributed to all managerial and non-managerial employees. A total of 477 questionnaires were valid for analysis, resulting in a response rate of (97 percent). Factor analysis and multiple regression analyses were used to test the study’s hypotheses. Findings Customer focus and process management were found to have an insignificant impact on organizational performance, while teamwork had the strongest impact on KM processes. The results also revealed that only knowledge sharing and application processes had a significant impact on organizational performance. More importantly, KM processes fully mediated the impact of TQM practices on organizational performance, except for teamwork, which had a partial mediating effect. Research limitations/implications This study was limited to a survey of the headquarters of three telecommunication companies: Zain, Orange, and Umniah, in Amman City. Originality/value Originality of the paper lies in testing the influence of TQM practices on organizational performance in a novel context, where most TQM initiatives fail for one reason or another.

Green Strategy Effect on Financial and Environmental Performance: A Mediation Analysis of Product Quality

“…According to Qasrawi et al [47], total quality management is a system that ensures continuous improvements through the development of tools, methods, processes, and values that ensure that products continually meet environmental expectations and satisfy customers. From the green performance perspective, tools and technologies should minimize the adverse effects of firm production on environment [48][49][50].…”

Human Resource Abilities and Skills in TQM for Sustainable Enterprises

“…Responsibility with the TQM performance [27,[63][64][65] Support to improve the production process [51,66] Communication about the mission and objectives of the company [67][68][69] Quality policies and quality goals [70,71] Quality is the mean to increase profits [72,73] Dissemination of quality culture [74,75] Promotion of training and education [76,77] Training and education TQM courses to improve employee skills [78,79] TQM courses for managers and supervisors [79][80][81][82] Quality circle courses [79,81,83] Technical statistics courses [84][85][86] Financial resources for training [87][88][89][90][91] Courses on communication, effective meetings, and leadership [64,65,92] Courses on identification and troubleshooting [93][94][95] Employees integration…”

Knowledge Management and Organizational Performance: A Research On Systematic Literature

“…The fourth point that have been observed from previous studies, is the intensive use of SPSS software (Joiner, 2007; Boumarafi and Jabnoun, 2008; Aboyassin et al, 2011; Ng and Jee, 2012; Siddique, 2012; Psomas and Jaca, 2016; Panuwatwanich and Nguyen, 2017; Qasrawi et al, 2017). This is also supported by the fact that more than 40% of the articles have used SPSS as the data analysis technique rather than the SEM software such as AMOS, PLS, and LISREL.…”