Lean production and TQM: Complementary or Contradictory Driving Forces of Innovation Performance?

This research study aims to study and identify which dimensions of TQM have influence on and support innovation strategies within the Portuguese small and medium enterprises (SMEs), in the context of products or services’ innovation and process innovation, as well as to analyze the extent to which this relationship occurs. To examine the linkage between TQM dimensions and innovation strategies, concerning innovation products and innovation processes, a multiple linear regression analysis was chosen and an eight-predictor multiple linear regression model was proposed. The data was collected through a questionnaire sent by email. This research study allows to conclude that several dimensions of TQM, such as benchmarking, quality/conception and product design, and continuous improvement, have a significant and positive association with product innovation. Although the data analysis/measurement of the results dimension has a significant association with product innovation, this association is negative. Conversely, several TQM dimensions, such as leadership/management’s commitment, benchmarking, involvement/empowerment of employees, and continuous improvement, revealed a positive and significant association with process innovation. Our research is of crucial importance for the knowledge of Portuguese SMEs and the fundamental factors that companies must address to both improve their efficiency and be more competitive, thereby increasing profitability and ensuring financial sustainability in the medium and long term.

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“…However, there are other approaches that have only a partial relationship between TQM and innovation [31,37].…”

Section: The Linkage Between Tqm Dimensions and Innovation Strategiesmentioning

confidence: 99%

Effects of Total Quality Management (TQM) Dimensions on Innovation—Evidence from SMEs

et al. 2021

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“…They contended that innovation practices are introduced by individuals with the intention of making an organization work more efficiently and effectively. Aoun and Hasnan (2013) argued that organizational innovations will remain restricted without broad employee participation.…”

Section: Social Lm and Process And Management Innovationsmentioning

confidence: 99%

Impact of social and technical lean management on operational performance in manufacturing SMEs: the roles of process and management innovations

Abdallah

Alkhaldi

Aljuaid³

2021

BPMJ

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PurposeThe purpose of the current study is to address a debatable issue in the extant literature regarding lean management (LM), innovation and operational performance (OP) relationships in the manufacturing SMEs. It conceptualizes LM in terms of social and technical aspects and investigates their effects on process innovation, management innovation and OP. The mediating roles of process and management innovations on social/technical-OP relationships are also explored.Design/methodology/approachThe study analyzes survey data gathered from 268 manufacturing SMEs belonging to different industry types in Jordan. Validity and reliability tests of the first and second order constructs were performed. Structural equation modeling (SEM) was used to test the study hypotheses.FindingsBoth social and technical LM were found to positively affect OP. Social LM positively affected both process and management innovations. However, the effect of technical LM on both types of innovation was not significant. In addition, process and management innovations positively mediated social LM-OP relationship. Nonetheless, neither type of innovation showed mediating effects on technical LM-OP relationship.Originality/valueThis study is one of the first to highlight the proposed relationships, in general, and in the context of SMEs in a developing country context, in particular. It offers important implications for the managers of SMEs to benefit from LM implementation and avoid its failure, enhance innovation efforts by focusing on social LM practices and subsequently achieve higher levels of OP.

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“…Consequently, employee capabilities are enhanced, which in turn foster innovation performance. Organizations achieve high impact performance when employees are involved in the decision-making and improvement processes of high impact projects (Aoun and Hasnan, 2013). On this basis, organizations need to have kaizen culture.…”

Section: The Mediating Role Of Kaizen Culturementioning

confidence: 99%

Antecedents of kaizen culture and its effect on operational performance: perspective of manufacturing companies in Malaysia

Mui

Muthuveloo

Chan

2021

TQM

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PurposeThe purpose of this research is to examine the effect of kaizen culture on innovation and operational performance of electrical and electronic manufacturing companies in Malaysia. A research framework, with underpinning theories of dynamic capabilities and socio-technical systems, was conceptualized to investigate the interplay of these relationships.Design/methodology/approachData were collected from 123 manufacturing companies using an online survey and analyzed with IBM SPSS Statistics version 24.0 and the partial least squares structural equation modeling (PLS-SEM) (SmartPLS) version 3.2.8.FindingsUltimately, the findings proved that kaizen culture is crucial for organizations to optimize their operational performance and can be nurtured through the implementation of process innovation and organizational innovation.Originality/valueUnlike past studies, this research examines the concepts of innovation, kaizen culture and operational performance in a single study; thus, provides further opportunities for new discoveries through such relationships. Also, the novelty is identifying that kaizen culture can be nurtured via innovation.

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Lean production and TQM: Complementary or Contradictory Driving Forces of Innovation Performance?

Cited by 20 publications

References 32 publications

Effects of Total Quality Management (TQM) Dimensions on Innovation—Evidence from SMEs

Effects of Total Quality Management (TQM) Dimensions on Innovation—Evidence from SMEs

Impact of social and technical lean management on operational performance in manufacturing SMEs: the roles of process and management innovations

Antecedents of kaizen culture and its effect on operational performance: perspective of manufacturing companies in Malaysia

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