Efecto de la cultura organizacional en el rendimiento de las PYMES de Cali

Salas-Arbeláez, Laura; Solarte, Mónica García; Vargas, Guillermo Murillo

doi:10.1016/j.sumneg.2017.11.006

Cited by 28 publications

(19 citation statements)

References 20 publications

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“…They need to embrace and put into action new operation management performs, in order to continue to exits, which have been successful over the years (Zakuan et al., 2010). A standout amongst the most well-known types of contemporary operations management practice is Total Quality Management (TQM), which has gained widespread attention from both industry and academics over the last two decades Sinha (Haffar et al., 2017; Jimoh et al., 2019; Panuwatwanich and Nguyen, 2017; Salas-Arbeláez et al., 2017; Sinha and Dhall, 2018).…”

Section: Introductionmentioning

confidence: 99%

The impact of organizational culture on total quality management in SMEs in Nigeria

Eniola

Olorunleke

Akintimehin

et al. 2019

Heliyon

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The goal of this exploration is to observationally test the connection between total quality management and SMEs' performance. Specifically, it looks at whether organizational culture (OC) has an interceding impact on the TQM-SMEs performance relationship. Established on the literature review of TQM, OC and SMEs performance, the theoretical model for this investigation was formed. A self-controlled survey was utilized to gather information from the SMEs owners-managers in the South-western region of Nigeria. In determining the relationship, SEM-PLS 3.0 was utilized. Measurable results add to the literature by showing a positive direct impact of TQM and OC on SMEs' performance, and a critical and positive aberrant impact of TQM on SMEs' performance through OC. The quantitative cross-sectional research configuration explored an example of assembling SMEs. Subjective methods or a contextual investigation approach for additional data examination could be utilized for subsequent research. The results of this exploration give awareness into SMEs' owners-managers in the present unique manufacturing setting, concentrating on TQM as an instrument for improving their performance. The outcomes can help SMEs by giving direction with regards to the OC, on account of its impact on the effective execution of TQM, in this way improving the dimension of performance. The examination expands the TQM literature with an extensive comprehension of TQM from the point of view of SMEs in Nigeria. It fills the void in observational examinations that research the joint impact of TQM and OC on SMEs' performance.

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Section: Introductionmentioning

confidence: 99%

The impact of organizational culture on total quality management in SMEs in Nigeria

Eniola

Olorunleke

Akintimehin

et al. 2019

Heliyon

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“…It faces increasingly high demands and new opportunities that merit an evaluation and development of its processes [3]. In Guanajuato, SMEs generate 50% of the Gross Domestic Product and up to 70% of the total employment of the entity [4]. One of the disadvantages that SMEs face is the form of management, because they do not have the knowledge about the usefulness of different business management tools that allow them to increase their efficiency and economic profitability.…”

Section: Introductionmentioning

confidence: 99%

Design and Development of A First- and Second-Generation Balanced Scorecard in a Company in the South of Guanajuato

Mata¹,

Serrato²

2021

EJBMR

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The purpose of this article is the development of a first and second generation in a manufacturing company in southern Guanajuato. For the development of the first generation BSC, a strategy was identified based on the company´s vision, which consists of making deliveries in the shortest time possible. Strategic objectives were determined in each of the four perspectives: financial, customers, internal processes, and learning and growth. The perspective is highlighted: Financial and Internal Processes, with the strategic objectives: “Reduce the number of returns so as not to reduce the utility of the company” and “Reduce the percentage of failures un the design of the boxes to deliver quality products to the customers”. The goals and indicators were established, as well as at least four initiatives that will help us in the fulfillment of each of the objectives. Subsequently, 3 strategic objectives are identified for each of the perspectives, these objectives are connected through a cause-effect relationship. The main one being: “Increase the speed of delivery of orders to generate reliability in customers”. Once the objectives have been identified, the series of activities to be carried out to meet these goals are described, and with this the second generation BSC is developed. Finally, a management tool is obtained that allow the company to comply with the proposed strategy.

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“…Companies cannot continuously maintain the quality of products without adopting the in-depth strategies and practical quality management. One of the prominent business strategy that has received attention from academics and practitioners in the last decade is Total Quality Management (TQM) (Jimoh et al 2019;Panuwatwanich and Nguyen, 2017;Salas-Arbeláez et al 2017;Sinha and Dhall, 2018). TQM is approved as the system that improve the performance of company organization (Khawarmahmood et al 2014;Small et al 2017), and strengthen company's position in reaching its competitive advantage (Li et al 2018).…”

Section: Introductionmentioning

confidence: 99%

Analysis on the Total Quality Management (Tqm) Practices Towards Business Performance; A Case Study

Zainal

Kurnia

Arifin

et al. 2021

jabm

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The improvement of company management quality to achieve competitive advantage must be appropriate in the term of applying the concept or strategy of improvement, because it can affect the company's success in competition with its competitors. Total Quality Management (TQM) is one of the concepts which is in regard with improving the quality of company management by considering almost all company aspects. It is proven through the claim of most academics and practitioners who say that TQM can improve company's business performance. This research aims to find out the implications of TQM practices on the business performance of PT. XYZ which is engaged in cement business. There are 10 TQM indicators and 3 company's business performance indicators used, as well as 250 respondents who involved in this research. The approach of Structural Equations Modeling (SEM) is used in data processing and analysis. The software used are SPSS version 22 and SPSS-AMOS version 21. The results show that the practices of TQM have a positive effect on company's business performance significantly. Moreover, each constructs of TQM variables and company's business performance show the adequate level of validity and is declared as capable in representing each variable. After all, this research is adequate to prove that TQM practices can significantly bring positive impact towards the business performance of XYZ Ltd.

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Efecto de la cultura organizacional en el rendimiento de las PYMES de Cali

Cited by 28 publications

References 20 publications

The impact of organizational culture on total quality management in SMEs in Nigeria

The impact of organizational culture on total quality management in SMEs in Nigeria

Design and Development of A First- and Second-Generation Balanced Scorecard in a Company in the South of Guanajuato

Analysis on the Total Quality Management (Tqm) Practices Towards Business Performance; A Case Study

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