The study of the antecedent factors of organisational commitment for high-tech industries in Taiwan

Chih, Wen‐Hai; Yuan, Lin

doi:10.1080/14783360903128082

Cited by 24 publications

(18 citation statements)

References 72 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Management and employees are the two main actors in any organization who need to "live TQM" and who need to "make TQM lived" in order to benefit from TQM. Literature has shown the importance of both management commitment and employee involvement for TQM (Chih and Lin, 2009;Kaur et al, 2012) and the findings presented here seem to indicate that there is great potential for improving both.…”

Section: Tqm Practicesmentioning

confidence: 58%

Perception of TQM benefits, practices and obstacles

Jaeger

Adair

2016

The TQM Journal

View full text Add to dashboard Cite

Purpose – The purpose of this paper is to identify the perception of total quality management (TQM) benefits, practices and obstacles in Kuwaiti industrial organizations certified against ISO 9001:2000 (or later) and following a TQM approach. A discrepancy in perception between project managers (PMs) and quality management representatives (QMRs) of organizations in the Gulf Cooperation Council countries has already been identified (Jaeger and Adair, 2013), and this study compares the perception of these two groups in more depth. Design/methodology/approach – Extensive representatives of both groups have been individually interviewed, a classification system for TQM benefits, practices and obstacles has been developed, and interview responses have been analyzed against this classification system. Findings – It emerges that all responses matched one of the benefits, obstacles and practices of the classification system. Comparing the total group of PMs with the total group of QMRs, it was found that both groups agree on their perception of the most important practice (i.e. an implemented management system) and, the biggest obstacle (i.e. lack of employee involvement). However, they disagree on their perception of the most important TQM benefit (i.e. PMs prefer quality of products and services, and QMRs prefer productivity). Originality/value – The results of the total groups and sub-groups give new insights regarding the different perceptions of PMs and QMRs. Also, the results enable practitioners of these two functions to discuss the differences and align their perceptions. This should increase the effectiveness of the TQM approach in their organizations. Finally, the results allow management consultants to focus on areas with high potential for improvements.

show abstract

Section: Tqm Practicesmentioning

confidence: 58%

Perception of TQM benefits, practices and obstacles

Jaeger

Adair

2016

The TQM Journal

View full text Add to dashboard Cite

show abstract

“…Zairi (1994) argued that TQM requires a special type of leadership. The appropriate leadership style should be implemented to inspire all employees to focus on quality (Chih and Lin, 2009). Considering the encouraging role of leadership in the implementation of TQM principles, this empirical research seeks to identify the suitable leadership style for the implementation of TQM practices.…”

Section: Conclusion and Scope For Further Researchmentioning

confidence: 99%

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

Bouranta

2020

TQM

View full text Add to dashboard Cite

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.

show abstract

“…A high or low relationship between substantive conflicts with employee commitment to the organization is determined by the strength of the leader in resolving the substantive conflict. Some research indicates the role of the leader in relation to the commitment demonstrated significant results, such as Chih and Lin (2009) and Huynh, Do, and Truong (2019).…”

Section: The Relationship Between Integrative Adaptive Leadership Andmentioning

confidence: 99%

Increasing Teamwork, Organizational Commitment and Effectiveness through the Implementation of Collaborative Resolution

Martono¹,

Khoiruddin²,

Wijayanto³

et al. 2020

JAFEB

View full text Add to dashboard Cite

This study seeks to examine empirically the effect of leadership style on organizational commitment and organizational effectiveness. The data are from all departments of the undergraduate program at the State University in Central Java, Indonesia. The study comprises all divisions of the undergraduate program, which amounted to 207 people. The method for sampling is based on simple random sampling. Structural equation modeling (SEM) is applied in order to analyze the data. The results show that integrative adaptive leadership style has a positive effect on teamwork and affective commitment. Therefore, in order to improve teamwork, the organization should be assisted in completing the introduction of collaborative conflict resolution. Moreover, affective commitment positively affects organizational effectiveness. Thus, it can be said that efforts to improve the organizational effectiveness, should be supported by affective commitment. The study further revealed that integrative adaptive leadership style has a positive effect on teamwork. This means better execution of integrative adaptive leadership, higher level of coordination and vice versa. Each member has different responsibilities and duties, and it can be done or resolved in different ways. If the leader can accommodate the creativity of the faculty and staff, a solid team can be formed.

show abstract

The study of the antecedent factors of organisational commitment for high-tech industries in Taiwan

Cited by 24 publications

References 72 publications

Perception of TQM benefits, practices and obstacles

Perception of TQM benefits, practices and obstacles

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

Increasing Teamwork, Organizational Commitment and Effectiveness through the Implementation of Collaborative Resolution

Contact Info

Product

Resources

About