Integrating quality management practices with knowledge creation processes

Abstract

Several quality thought leaders have considered the role of knowledge in quality management practices. For example, Deming proposed The Deming System of Profound Knowledge TM that dealt explicitly with knowledge. However, various authors in the quality field diverge considerably when contemplating knowledge. We propose an integrated view of quality and knowledge using Nonaka's theory of knowledge creation. This integrated view helps illuminate how quality practices can lead to knowledge creation and retention. The knowledge perspective also provides insight into what it means to effectively deploy quality management practices. Previous empirical research noted the importance of effective deployment, but provided little insight into what effective deployment means. This research argues that quality management practices create knowledge, which leads to organizational performance. Taking a knowledge-based view (KBV) of the firm provides a deeper understanding of why some organizations are more successful at deploying quality management practices than others. #

La gestión del conocimiento y la sostenibilidad de la acreditación del Hospital Pablo VI Bosa de Bogotá

“…Lo anterior confirma los planteamientos realizados en otras investigaciones por Linderman et al (2004); en lo concerniente a que estos 2 sistemas son mecanismos de dirección complementarios e integradores que actúan asegurando una mejora en los resultados de las organizaciones (Linderman et al, 2004;Camisón, Boronat, Villar y Puig, 2008;Benavides y Quintana, 2003).…”

Quality management practices, knowledge management and key business results in SMEs and large organizations: a multi-group analysis

“…Thus, certain critical factors of TQM such as top management commitment, PMM, employee training and empowerment or PM, have a positive effect on the KM process. Linderman et al, (2004) go further, by considering that TQM and KM seek the same objective: to create and use tacit and explicit knowledge more efficiently, at individual and collective level, to continuously improve and to obtain better results. Molina et al, (2004) confirm that companies which follow principles and practices of quality, strengthen the transfer and transferability of knowledge.…”

“…A reduction in confidence between organisations will be translated into a greater risk of losing critical knowledge. On the contrary, confidence will encourage the actors to actively share their knowledge, ensuring that this will not be used against their objectives (Linderman et al, 2004). Therefore, it is hoped that an organisation that has greater levels of confidence in its collaborative relationships with its partners, manages knowledge in a better manner (Loke et al, 2012).…”

“…In this sense, the more studied topics refer to how quality management favours knowledge creation (Linderman et al, 2004), knowledge transfer and the complete process of creation, sharing and application of knowledge (Molina et al, 2007). Various studies (Bou-Llusar et al, 2009;Kim et al, 2010) show how excellence models offer a suitable reference framework for the implementation of TQM.…”

Mining association rules for the quality improvement of the production process

“…Continuous improvement refers to both incremental and breakthrough improvement in organizational performance (Linderman, Schroeder, Zaheer, Liedtke, & Choo, 2004). Improvement can result in such things as improved customer value, reduction of defects and errors, improved productivity, improved cycle time performance safety, and motivation (Evans & Lindsay, 2001).…”