How does Feedback Matter to the Sustainability of Organizational Routines?

Psychogios, Alexandros; Antonacopoulou, Elena P.; Nyfoudi, Margarita; Blakcori, Feim; Szamosi, Leslie T.

doi:10.5465/ambpp.2018.16801abstract

Cited by 2 publications

(5 citation statements)

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“…In our study it was found that feedback could be used as a way to influence the change of organizational behavioural patterns towards TQM goals. In particular, we have found that there are specific dynamics that occur during the process of feedback and help people to make sense, facilitate, endorse and monitor this process (Psychogios et al, 2018). In a more recent study, we found that feedback can enhance quality outcomes when it is more informal than formal, it is targetdriven and finally, it is benefits-oriented (Psychogios et al, 2019a, b).…”

Section: Towards a Tql Frameworkmentioning

confidence: 97%

“…Complex business systems have an innate capability to self-organize, since relationships within them are guided by continuous feedback loops (Stacey, 2010). Feedback is understood as a process of giving and receiving daily frequent information that is pertinent to the work or task being performed, in order to ensure that there is a common agreement of what "good performance" looks like (Psychogios et al, 2018). Therefore, feedback is not related only to the formal process of evaluating the annual performance of an employee, but instead should be seen as a daily process related to the performance of a task and/or a process (Psychogios et al, 2019a, b).…”

Section: Towards a Tql Frameworkmentioning

confidence: 99%

“…Feedback seems to be essential for TQL purposes as well. In recent research work (Psychogios et al, 2018(Psychogios et al, , 2019, it was found that feedback is a core cue through which routines at the workplace can change. Feedback provides information about work characteristics and attempts to steer performance in a given direction (Fedor et al, 2001) and is seen as an integral part of the learning process (Ashby and O' Brien, 2007).…”

Section: Towards a Tql Frameworkmentioning

confidence: 99%

Section: Towards a Tql Frameworkmentioning

confidence: 99%

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Re-conceptualising Total Quality Leadership: a framework development and future research agenda

Psychogios

2022

TQM

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PurposeThe aim of this paper is to theoretically explore the concept of leadership in a Total Quality Management (TQM) context by developing a new theoretical framework of understanding Total Quality Leadership (TQL) as well as by opening the dialogue in researching further key elements of TQL.Design/methodology/approachThe approach that the paper adopts is conceptual. Based on exploration of the wider management and leadership literature of empirical and theoretical studies, this paper develops a framework of TQL.FindingsThe suggested TQL framework is composed by three main pillars, namely the proactive, adaptive and the relational. The former consists of elements like anticipation of current business environment complexities and filtering of information that enhances practice decision making. The second pillar refers to adaptation, autonomy and feedback while the last one emphasises on the importance of aspects like social interactions, engagement and empathy. The paper explains why the specific pillars with the additional elements are critical for TQM success.Originality/valueGiven the tremendous challenges that organisations face due to increased complexity and demanding competition of the business environments globally, the role of leadership as the major “soft” aspect of TQM approach, seems to be vital more than ever. But the type of TQL appropriate to enhance total quality success nowadays, is still (and should be) under continuous exploration. This conceptual study attempts to provide new theoretical insights of TQL as well as to open the dialogue around the main elements consisting of TQL and how the future research agenda is formulated.

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Section: Towards a Tql Frameworkmentioning

confidence: 97%

Section: Towards a Tql Frameworkmentioning

confidence: 99%

Section: Towards a Tql Frameworkmentioning

confidence: 99%

Section: Towards a Tql Frameworkmentioning

confidence: 99%

See 2 more Smart Citations

Re-conceptualising Total Quality Leadership: a framework development and future research agenda

Psychogios

2022

TQM

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“…The merits of routinizing an organization’s functional activities and applying those routines faithfully to garner better performance are well-established (Parmigiani and Howard-Grenville, 2011). However, the conditions and processes through which organizational routines shape higher performance remain under-theorized and difficult to characterize (March and Simon, 1958; Cohen, 2007; Psychogios et al , 2018). Significant debates about the definition and drivers of routines persist among scholars and include basic issues such as the relative influence of cognitive vs behavioral factors in applying routines and the role of routines in organizational learning (Koumakhov and Daoud, 2017; Argote and Guo, 2016).…”

Section: Introductionmentioning

confidence: 99%

Unpacking the efficacy of organizational routines in the financial services industry

Lemken

Rowe

2020

JSM

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Purpose This paper aims to examine how the efficacy of organizational routines varies and the mechanism through which organizational routines improve firm performance. Design/methodology/approach A theoretical model is proposed and tested using data from 53 interviews with financial services experts and 291 survey responses from financial advisors. Findings Operational and adaptive routines work through absorptive capacity to positively contribute to firm performance. The positive effects of adaptive routines are magnified under market governance. Research limitations/implications The examination of organizational routines is focused on routines at the firm level. Therefore, higher corporate-level routines were not measured. Response rate for the survey is a possible concern, so future research will benefit from increasing the response rate from the focal population. Practical implications This study benefits firms facing the dual role of customization and discipline in working with clients toward service delivery. The findings suggest that firms should develop both operational and adaptive routines, particularly when operating under market governance. Originality/value This study identified two categories of routines (operational and adaptive) and the circumstances in which the causal link between routines and performance varies. This study examined the potential moderating influence of a governance mode (market vs hierarchy). Absorptive capacity was identified as a mediator between the use of routines and firm performance.

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How does Feedback Matter to the Sustainability of Organizational Routines?

Cited by 2 publications

References 0 publications

Re-conceptualising Total Quality Leadership: a framework development and future research agenda

Re-conceptualising Total Quality Leadership: a framework development and future research agenda

Unpacking the efficacy of organizational routines in the financial services industry

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