The relationship between TQM practices and organisational innovation outcomes

Salim, Taghreed Abu; Sundarakani, Balan; Lasrado, Flevy

doi:10.1108/tqm-11-2018-0160

Cited by 45 publications

(60 citation statements)

References 155 publications

(180 reference statements)

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“…Time and communication are factors that can help in firm's innovation adoption and customers' acceptance in those contexts that are characterised by a strong attachment to the past. In addition, in accordance with a recent study (Salim et al , 2019), time is a powerful determinant in innovation introduction and can be used rationally to promote customer acceptance.…”

Section: Resultssupporting

confidence: 55%

Customer-perceived quality, innovation and tradition: some empirical evidence

Dettori

Floris

Dessì

2020

TQM

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PurposeThis study aims to explore how customer-perceived quality is affected by innovation in traditional products in the bread, bakery and pastry industry. The study assesses whether innovating traditional products is an effective strategy, especially in traditional industries.Design/methodology/approachThis study followed a quantitative method of analysis. Data were gathered from a sample of 200 Italian bread consumers and analysed using a two-pronged correlation analysis, and two hypotheses were tested using Pearson’s correlation.FindingsThe results showed the negative relationship between customer-perceived quality and innovating traditional products in traditional industries embedded in closed contexts.Research limitations/implicationsThe study has several academic implications. First, by focusing on the traditional food industry, the study contributes to the theory by answering the call for research in this field; second, the findings contribute to the embeddedness construct and, third, to the studies of customer-perceived quality and to the literature on innovation.Practical implicationsThe findings are particularly interesting for entrepreneurs and consultants in traditional industries who make decisions on whether it is better to innovate or to remain anchored to tradition.Originality/valueThe present study clarifies the shadowy side of innovation in traditional industries, such as the bread, bakery and pastry industry, and it reveals how tradition plays a meaningful role in those sectors.

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Section: Resultssupporting

confidence: 55%

Customer-perceived quality, innovation and tradition: some empirical evidence

Dettori

Floris

Dessì

2020

TQM

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“…To test our model, we adopt a structural equation model with the variance-based PLS-SEM approach, an approach widely applied in many social science disciplines such as organizational management (Sosik et al , 2009), international management (Ritchter et al , 2015) and quality management area (Calvo-mora et al , 2005; Abu Salim et al , 2019).…”

Section: Discussionmentioning

confidence: 99%

The relationship between soft and hard quality management practices, innovation and organizational performance in higher education

Sciarelli

Gheith

Tani

2020

TQM

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PurposeThis study aims to empirically investigate the effects of both soft and hard quality management (QM) on innovation and organizational performance. It also examines the mediating role of hard QM, administrative innovation and technical innovation on the relationship between soft QM and organizational performance in higher education (HE).Design/methodology/approachThe approach of this study is quantitative. The data used to test the hypotheses were obtained through online questionnaire sent to the academic staff of public universities in Naples (Italy). The hypothesized relationships are tested with data collected from 356 respondents by using the partial least squares structural equation modeling technique (PLS-SEM).FindingsThe results show that quality practices improve innovation and organizational performance, while innovation positively impacts organizational performance. The findings also indicate that soft QM affects organizational performance directly and indirectly through hard QM. Hard QM and innovation show a partial sequential mediating effect on soft QM-performance relationshipPractical implicationsIn order to implement quality management properly in HE, directors need to recognize the different roles that soft and hard QM can have on innovation and organizational performance. It is important that higher education institutions (HEIs) allocate resources to establish both types of QM practices to achieve the effectiveness of the whole QM system.Originality/valueDespite the existence of numerous studies on the relationship between QM, innovation and organizational performance in manufacturing and services, studies conducted in higher education are still few. This is one of the earliest studies that adopt the multidimensional approach of QM in HE which could help directors understand the interdependencies and different roles of soft and hard quality practices.

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“…Total quality management (TQM) is a comprehensive philosophy that consists of a set of components, that is, critical success factors, tools, techniques and practices (Salim et al , 2019, p. 875). Researchers have contradictory views about what comprises TQM, although they agree that leadership plays a vital role in determining variations of TQM implementation.…”

Section: Introductionmentioning

confidence: 99%

Does transformational leadership influence TQM practices? A comparison analysis between manufacturing and service firms

Bouranta

2020

TQM

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PurposeThe purpose of this paper is to fill a gap in the existing literature that relates leadership style to total quality management (TQM) focus. Specifically, the study evaluates whether and how leadership style may affect the implementation of TQM practices.Design/methodology/approachA structured questionnaire was used to collect data from employees of different organizations operating in the manufacturing (n = 156) and service sectors (n = 147). Exploratory and confirmatory factor analyses as well as structural equation modeling were adopted to test the hypothesized research model.FindingsThe results revealed that transformational leadership has a positive impact in the implementation of TQM practices (e.g., customer focus, process management, human resource management, strategic planning and learning). It was also found that, regardless of industry type, manufacturing or service, transformational leadership has a significantly positive influence on TQM practices. In addition, it was noted that manufacturing companies showed a higher level of TQM practices than did service companies.Originality/valueThis study represents, to the best of the author’s knowledge, the first empirical examination of the relationship between transformational leadership and TQM in the service and manufacturing industries, with the goal of determining the differences between these two sectors. The study's conclusions may be useful for service and manufacturing organizations in achieving more effective leadership in the implementation of TQM.

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The relationship between TQM practices and organisational innovation outcomes

Cited by 45 publications

References 155 publications

Customer-perceived quality, innovation and tradition: some empirical evidence

Customer-perceived quality, innovation and tradition: some empirical evidence

The relationship between soft and hard quality management practices, innovation and organizational performance in higher education

Does transformational leadership influence TQM practices? A comparison analysis between manufacturing and service firms

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