|Start Page Number:||429|
|End Page Number:||461|
|Publication Date:||Mar 2017|
|Journal:||International Journal of Productivity and Quality Management|
|Authors:||Zailani Suhaiza, Aghapour Ali Haj, Kanapathy Kanagi, Bin Chiok Sook|
|Keywords:||quality & reliability, management, innovation, organization, simulation, soft systems|
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.