The impact of soft TQM and hard TQM on innovation performance: the moderating effect of organisational culture

The impact of soft TQM and hard TQM on innovation performance: the moderating effect of organisational culture

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Article ID: iaor2017937
Volume: 20
Issue: 4
Start Page Number: 429
End Page Number: 461
Publication Date: Mar 2017
Journal: International Journal of Productivity and Quality Management
Authors: , , ,
Keywords: quality & reliability, management, innovation, organization, simulation, soft systems
Abstract:

Literature increasingly recognises the importance of organisational culture when implementing operations management practices. This paper examines the relationships among quality, innovation, and organisational culture under a moderation model. The research model is constructed based on well‐established theories of competing values framework (CVF) and total quality management (TQM). A cross‐sectional study was conducted amongst 106 ISO 9000‐certified manufacturers where data were collected from senior managers with sufficient knowledge. Partial least square analysis indicates that: 1) innovation is influenced mainly by adopting soft (organisational) TQM elements and secondarily hard (process) TQM elements; 2) innovation organisational culture has a stronger moderating influence on process‐related TQM than on organisational TQM, although its interactions are mostly insignificant. Therefore, practitioners are advised to emphasise the organisational aspect of TQM rather than process‐related practices when assessing the innovation performance of an organisation. The findings recommend firms to have a balanced view on cultures in organisations.

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