The DOI matches its Crossref record; 3 of the 3 references it cites were found in a registry or an index.
The relationships between organizational culture, total quality management practices and operational performance
Abstract
Purpose: This study seeks to conduct an empirical analysis of the association between the dimensions of O'Reilly et al.'s organizational culture profile (OCP) measure with the extent of use of total quality management (TQM) practices, measured using Kaynak's four core TQM practices (quality data and reporting, supplier quality management, product/service design, process management). In addition, the study examines both the direct and indirect association of Kaynak's four core TQM practices with operational (quality and inventory management) performance. Design/methodology/approach: The study uses data obtained from a survey of 364 business units encompassing both the manufacturing and service industries in Australia. Findings: The findings suggest that the cultural dimension teamwork/respect for people is the most important factor in enhancing the use of TQM practices, while more outcome oriented and innovative business units were also found to use TQM practices to a greater extent. While all four TQM practices were found to be interrelated, only three of the factors (supplier quality management, process management, and quality data and reporting) were found to help to achieve the operational performance goals. Practical implications: A major implication of this study is that managers need to recognize the interdependencies between the core TQM practices and their relationships with operational (inventory management and quality) performance. Furthermore, the findings assist organizations by providing guidance as to the organizational culture that is conducive to TQM, thereby contributing to the achievement of desired operational outcomes. Originality/value: The paper uses O'Reilly et al.'s OCP to empirically examine the association between organizational culture and TQM. In addition, the paper provides an insight into the multidimensionality of TQM practices and their effect on operational performance in Australia.
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Cites
Coefficient Alpha and the Internal Structure of Tests
Cronbach, L. J. (1951) · Psychometrika · doi:10.1007/bf02310555 · Cited by 43,931
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SELF-REGULATION FOR MANAGERIAL EFFECTIVENESS: THE ROLE OF ACTIVE FEEDBACK SEEKING.
Ashford, S. J., & Tsui, A. S. (1991) · Academy of Management Journal · doi:10.5465/256442 · Cited by 774
Cited by
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Bortolotti, T., Boscari, S., & Danese, P. (2015) · International Journal of Production Economics · doi:10.1016/j.ijpe.2014.10.013 · Cited by 678
Building and sustaining a culture of assessment: best practices for change leadership
Gorran Farkas, M. (2013) · Reference Services Review · doi:10.1108/00907321311300857 · Cited by 66
The impact of shop floor culture and subculture on lean production practices
Losonci, D., Kása, R., Demeter, K., Heidrich, B., & Jenei, I. (2017) · International Journal of Operations & Production Management · doi:10.1108/ijopm-11-2014-0524 · Cited by 61
Identification of problems of implementation of Lean concept in the SME sector
Ulewicz, R., & Kucęba, R. (2016) · Ekonomia i Zarzadzanie · doi:10.1515/emj-2016-0002 · Cited by 52
Metadata
- Authors
- Baird, K., Jia Hu, K., & Reeve, R.
- Venue
- International Journal of Operations & Production Management
- Publisher
- Emerald
- Published
- 2011-06-21
- Volume
- 31
- Issue
- 7
- Pages
- 789-814
- ISSN
- 0144-3577 (ISSN-L)
- OpenAlex
- W2092314775
- Cited by
- 389
- References
- 3
- FWCI
- 29.14
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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