The myth of a direct relationship between organizational culture and TQM: propositions and challenges for research

Haffar, Mohamed; Al‐Hyari, Khalil; Djebarni, Ramdane; Al-Shamali, Ahmed; Aziz, Muhammad Abdul; Al-Shamali, Sarah

doi:10.1108/tqm-06-2020-0138

Cited by 9 publications

(7 citation statements)

References 75 publications

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“…Combining adhocratic and group cultures is positively related to the implementation of hard and soft quality management (Haffar et al. , 2022).…”

Section: Research Findingsmentioning

confidence: 99%

“…Combining adhocratic and group cultures is positively related to the implementation of hard and soft quality management (Haffar et al, 2022). Such a combination energizes the organizational setting (Haffar et al, 2013a), leveraging personal valence and self-efficacy (Knapp, 2015) to engage people in the design and implementation of quality improvement initiatives (Haffar et al, 2019).…”

Section: Organizational Culture and Quality Managementmentioning

confidence: 99%

“…This article intends to fill such a gap, systematizing through an interpretive approach the extant literature focusing on the interplay between quality management and organizational culture. As compared with earlier reviews on this topic, which focus on particular sectors (Bloor, 1999), quality management techniques (Haffar et al, 2022) or organizational contexts (Sony et al, 2020), this study adopts a broad perspective, providing an integrative representation of the interplay between organizational culture and quality management. Coherently with these arguments, the following research question inspired this literature review: RQ.…”

Section: Introduction and Study Rationalementioning

confidence: 99%

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The secret ingredient? Uncovering the effect of organizational culture on quality management: a literature review

Palumbo

Douglas²

2023

IJQRM

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PurposeAlthough the debate about the interplay between quality management and organizational culture is long established, extant knowledge about their link is not consistent. This article attempts to fill such a gap by integrating current perspectives and insights through a literature review.Design/methodology/approachA domain-based literature review has been conducted, which followed the Scientific Procedures and Rationales for Systematic Literature Reviews. The knowledge core consisted of 76 items, which were analysed through bibliographic coupling and co-citation analysis. An interpretive approach was taken to articulate the study findings.FindingsThe current scholarly debate unfolds through four research streams, which emphasize the need for joint optimizing quality management and organizational culture embracing a longitudinal perspective. Similarly, the theoretical roots inspiring reviewed contributions are distributed in four clusters, which rely on the assumption that organizational excellence derives from the harmonization of quality management and organizational culture.Practical implicationsQuality management necessitates a supportive organizational culture to set the ground for excellence. At the same time, it modifies the inner traits of the organizational culture. Such cultural changes should be carefully handled to ensure a dependable quality orientation. Achieving organizational excellence involves mastering the interplay between quality management and organizational culture.Originality/valueThis article delivers an unprecedented systematization of the scientific literature. It identifies the main research streams through which the debate on quality management and culture evolves, shedding light on the main conceptual roots inspiring recent scholarly advancements. Alongside overcoming the fragmentation of the extant debate, this review enables the envisioning of an agenda for further developments.

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“…Combining adhocratic and group cultures is positively related to the implementation of hard and soft quality management (Haffar et al. , 2022).…”

Section: Research Findingsmentioning

confidence: 99%

Section: Organizational Culture and Quality Managementmentioning

confidence: 99%

Section: Introduction and Study Rationalementioning

confidence: 99%

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The secret ingredient? Uncovering the effect of organizational culture on quality management: a literature review

Palumbo

Douglas²

2023

IJQRM

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“…Organizaciona kultura ima snažan uticaj na uspešnu implementaciju totalnog menadžmenta kvalitetom -Total Quality Management (TQM) (Haffar et al, 2022;Patyal et al, 2020). Sa druge strane, postoji izražen povratni uticaj TQM-a na organizacionu kulturu i razvoj kulture kvaliteta.…”

Section: Ključne Reči: Organizaciona Kultura Kultura Kvaliteta Ljudsk...unclassified

Perceptions of management and employees on the level of development of the quality culture in the company Šinvoz, Zrenjanin

Dejanović,

Lukić-Nikolić,

Miljuš

2023

Marketing

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Quality is a factor that significantly determines the competitiveness and success of any organization on the market in today's business conditions. Customers' increasing degree and level of information, as well as their increasing demands and wishes, have presented organizations with the challenge of ensuring and nurturing top quality. Quality culture is a type of organizational culture that incorporates key assumptions, values, principles, and fundamental concepts of quality management. The findings of a 2022 study in which 21 managers and 80 employees of the company Šinvoz, Zrenjanin took part revealed that managers, on average, expressed more positive attitudes toward the aforementioned claims than employees who were more reserved. Statistically significant differences in the responses of managers and employees were identified in terms of leadership, quality as a key value in the company, focus on the customer, and employee empowerment and participation. These segments received significantly higher ratings from managers, compared to employee ratings. Leadership, working conditions, and employee motivation are the key areas that need to be improved, as they received the lowest average scores. The findings of the research can help leaders and managers make decisions about the quality culture and, more broadly, about the necessary organizational changes.

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“…TQM is considered as a thorough management approach, which consists of intertwined system of improvement practices, tools, and training in desire to manage a business in ever-changing environment with objective to ensure reduced challenges, increased success, and customer satisfaction through quality (Ali & Johl, 2021;Bhamra et al, 2020;de Souza et al, 2021;Dieste et al, 2021;Haffar et al, 2021;Hsu et al, 2021;Jasti et al, 2021;Jevanesan et al, 2021;Karamouz et al, 2020;Kulenovic et al, 2021;Niñerola et al, 2021;Permana et al, 2021;Sader et al, 2021;Tsou et al, 2021;van Kemenade, 2021;Wemmerlöv, 2021;Zhang et al, 2021). TQM is premised on four paradigms (van Kemenade, 2021): (a) empirical; (b) reflective; (c) reference; and (d) emergence.…”

Section: Introductionmentioning

confidence: 99%

Business Process Reengineering – Process Optimization of Boutique Production SME

2022

MNJE

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The aim of research was process optimization of the current process approach of boutique production SME. Consequentially, optimized labour effectiveness, work efficiency, costs, and competitiveness were acquired. Inevitable need for process optimization required an objective party for process snapshot creation to obtain the current process approach. The latter presented the premise for critical analysis and creation of a solution proposal -optimized process approach for the real boutique production SME environment. Premised on standard ISO 9001 and Total Quality Management, process approach enables better insight into business operations through detailed control of processes, and not only can it improve but is a prerequisite for optimization of business management and performance. Implementation and continuous conduction of a process approach represent a fundamental factor of a business's economic stability increase. To be excellent, companies propose, manage, and improve processes in order to fulfil customers' and stakeholders' requirements. The solution proposal was implemented gradually over the course of two years. After this time interval, an analysis of the proposal's implementation was carried out, premised on an assessment scale. It is estimated that the optimized process approach has been implemented in 68%. The latter facilitates achievement of business goals, which yet need to be realized with information technology. The boutique production SME's results have exponentially improved -increased products demand by 8% due to further efficiency, agile order fulfilment and heightened income by 4%, compared amongst previous years and within the implementation time interval. The main purpose of this research is in process reengineering, which exemplifies foundation for IT solutions reengineering for business support.

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The myth of a direct relationship between organizational culture and TQM: propositions and challenges for research

Cited by 9 publications

References 75 publications

The secret ingredient? Uncovering the effect of organizational culture on quality management: a literature review

The secret ingredient? Uncovering the effect of organizational culture on quality management: a literature review

Perceptions of management and employees on the level of development of the quality culture in the company Šinvoz, Zrenjanin

Business Process Reengineering – Process Optimization of Boutique Production SME

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