The mediating role of TQM and organizational excellence, and the moderating effect of entrepreneurial organizational culture on the relationship between ERP and organizational performance

Al-Dhaafri, Hassan Saleh; Al‐Swidi, Abdullah Kaid; Yusoff, Rushami Zien

doi:10.1108/tqm-04-2014-0040

Cited by 38 publications

(64 citation statements)

References 59 publications

(46 reference statements)

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“…While some empirical studies have shown that TQM and organizational performance are positively related (Al-Dhaafri et al., 2016; Gimenez-Espin et al., 2013; Ibidunni et al., 2017; Nair, 2006; Panuwatwanich et al., 2017; Valmohammadi and Roshanzamir, 2015; Wang et al., 2012), others such as (Duarte et al., 2011; Su et al., 2008), found no effect of TQM on performance. Forker (1997); McCabe and Wilkinson (1998); Yeung and Chan (1998) even found a negative relationship between TQM and business performance.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 98%

“…This leads to positive results with increasingly higher profits, market share and superior performance (Kim et al., 2012; Santos-Vijande and Álvarez-González, 2007). Recent researchers have found total quality management implementation has a momentous association with firms' performance (Al-Dhaafri et al., 2016; Kanapathy et al., 2017; Sinha and Dhall, 2018). However, others have found no or negative correlations between TQM and performance (Duarte et al., 2011; Yeung and Chan, 1998).…”

Section: Introductionmentioning

confidence: 99%

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The impact of organizational culture on total quality management in SMEs in Nigeria

Eniola

Olorunleke

Akintimehin

et al. 2019

Heliyon

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The goal of this exploration is to observationally test the connection between total quality management and SMEs' performance. Specifically, it looks at whether organizational culture (OC) has an interceding impact on the TQM-SMEs performance relationship. Established on the literature review of TQM, OC and SMEs performance, the theoretical model for this investigation was formed. A self-controlled survey was utilized to gather information from the SMEs owners-managers in the South-western region of Nigeria. In determining the relationship, SEM-PLS 3.0 was utilized. Measurable results add to the literature by showing a positive direct impact of TQM and OC on SMEs' performance, and a critical and positive aberrant impact of TQM on SMEs' performance through OC. The quantitative cross-sectional research configuration explored an example of assembling SMEs. Subjective methods or a contextual investigation approach for additional data examination could be utilized for subsequent research. The results of this exploration give awareness into SMEs' owners-managers in the present unique manufacturing setting, concentrating on TQM as an instrument for improving their performance. The outcomes can help SMEs by giving direction with regards to the OC, on account of its impact on the effective execution of TQM, in this way improving the dimension of performance. The examination expands the TQM literature with an extensive comprehension of TQM from the point of view of SMEs in Nigeria. It fills the void in observational examinations that research the joint impact of TQM and OC on SMEs' performance.

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Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

The impact of organizational culture on total quality management in SMEs in Nigeria

Eniola

Olorunleke

Akintimehin

et al. 2019

Heliyon

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“…In general, past studies have developed multifaceted models to measure the effect of different variables such as learning orientation (Atitumpong & Badir, 2018;Harvey et al, 2019;Kiyabo & Isaga, 2019), TQM practices (Al-Dhaafri et al, 2016;Eniola et al, 2019;Qasrawi et al, 2017), and innovation culture (Dabić et al, 2018;Xie et al, 2016) on SMEs' performance. Literature reviews have shown contradicting results on the critical roles of the variables on improving the SMEs' performance directly.…”

Section: Organizational Performancementioning

confidence: 99%

The Nexus Between Learning Orientation, TQM Practices, Innovation Culture, and Organizational Performance of SMEs in Kuwait

Sawaean¹,

Ali

2021

IJIKM

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Aim/Purpose: This paper aimed to examine the impact of learning orientation on organizational performance of small and medium enterprises (SMEs) via the mediating role of total quality management (TQM) practices and the moderating role of innovation culture. Background: SMEs’ organizational performance in developing countries, particularly in Kuwait, remains below expectation due to increasing competition and inadequate managerial practices that negatively impact their performance. Although several studies had revealed a significant effect of learning orientation on SMEs’ performance, the direct impact of learning orientation on their performance is still unclear. Thus, the link between learning orientation and organizational performance remains inconclusive and requires further examination. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather the data in a specific period. The data were collected by distributing a survey questionnaire to the owners and Chief Executive Officers (CEOs) of Kuwaiti SMEs using online and on-hand instruments with 384 useable data obtained. Furthermore, the partial least square-structural equation modeling (PLS-SEM) analysis was performed to test the hypotheses. Contribution: This study bridged the significant gap in the role of learning orientation on SMEs’ performance in developing countries, specifically Kuwait. In this sense, a conceptual model was introduced, comprising a learning orientation, TQM practices, innovation culture, and organizational performance. In addition, this study confirmed the significant influence of TQM practices and innovation culture as intermediate variables in strengthening the relationship between learning orientation and organizational performance, which has not yet been verified in Kuwait. Findings: The results in this study revealed that learning orientation had a significant impact on organizational performance of SMEs in Kuwait. It could be observed that TQM practices play an important role in mediating the relationship between learning orientation and performance of SMEs, as well as that innovation culture plays an important moderating role in the same relation. Recommendations for Practitioners: This study provided a framework for the decision-makers of SMEs on the significant impact of the antecedents that enhanced the level of organizational performance. Hence, owners/CEOs of SMEs should improve their awareness and knowledge of the importance of learning orientation, TQM practices, and innovation culture since it could significantly influence their performance to achieve success and sustainability when adopted and managed systematically. The CEOs should also consider building an innovation culture in the internal environment, which enables them to transform new knowledge and ideas into innovative methods and practices. Recommendation for Researchers: The results in this study highlighted the mediating effect of TQM practices on the relationship between learning orientation (the independent variable) and organizational performance (the dependent variable) of SMEs and the moderating effect of innovation culture in the same nexus. These relationships were not extensively addressed in SMEs and thus required further validation. Impact on Society: This study also influenced the management strategies and practices adopted by entrepreneurs and policymakers working in SMEs in developing countries, which is reflected in their development and the national economy. Future Research: Future studies should apply the conceptual framework of this study and assess it further in other sectors, including large firms in developing and developed countries, to generalize the results. Additionally, other mechanisms should be introduced as significant antecedents of SMEs’ performance, such as market orientation, technological orientation, and entrepreneurial orientation, which could function with learning orientation to influence organizational performance effectively.

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“…Related to the relationship between organizational culture and quality assurance, Christianingsih (2011) and Lestari (2012), found that to be able to implement the system properly within an organization, it needed a culture that could support the implementation of the system. Quality assurance directly or indirectly can be implemented properly and optimally, if supported by a good organizational culture (Al-Dhaafri et al, 2016;Alghamdi, 2018;Alzafari and Ursin, 2019).…”

Section: Organizational Culture Quality Assurance and Organizationamentioning

confidence: 99%

Transformational Leadership, Organizational Culture, Quality Assurance, and Organizational Performance: Case Study in Islamic Higher Education Institutions (Iheis)

Hambali

Idris

2020

JAM

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This study aims to examine the relationship between transformational leadership, organizational culture, quality assurance, and organizational performance. It also examined the mediating effect of quality assurance in the relationship between transformational leadership and organizational performance, and between organizational culture and organizational performance. The instruments in the form of Google forms were distributed to employees who work in quality assurance units in several public and private Islamic higher education institutions for 6 months, June-December 2019. 128 Data were processed and analyzed out of 135 data collected. The five-point Likert scale was used to assess the variables and to measure the items. Furthermore, Partial Least Square (PLS) was used to test the proposed hypotheses. This study found that the relationship between transformational leadership and organizational performance both directly and indirectly through quality assurance was not significant. Transformational leadership also did not affect quality assurance. On the other hand, organizational culture was proven to be able to influence high organizational performance and quality assurance. Besides, quality assurance could not mediate the relationship between transformational leadership and organizational performance, but it can positively and significantly mediate in the relationship between organizational culture and organizational performance. The results provided by this study provide the understanding and linking among transformational leadership, organizational culture, quality assurance, and organizational performance among Islamic higher education institutions (IHEIs). While the extent of leadership research has conducted in manufactures organizations, this study shifted the focus of attention to the religious-based institutions (IHEIs).

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The mediating role of TQM and organizational excellence, and the moderating effect of entrepreneurial organizational culture on the relationship between ERP and organizational performance

Cited by 38 publications

References 59 publications

The impact of organizational culture on total quality management in SMEs in Nigeria

The impact of organizational culture on total quality management in SMEs in Nigeria

The Nexus Between Learning Orientation, TQM Practices, Innovation Culture, and Organizational Performance of SMEs in Kuwait

Transformational Leadership, Organizational Culture, Quality Assurance, and Organizational Performance: Case Study in Islamic Higher Education Institutions (Iheis)

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