The influence of strategic decisions for provision of product (service) on the customer's priorities: case study of automotive industry

Apornak, Arash

doi:10.1504/ijmcp.2019.103195

Cited by 7 publications

(10 citation statements)

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“…TQM is implemented through various internal factors such as an appropriate culture, philosophy and organizational flexibility for employees to learn new knowledge (Zu et al, 2010). It is considered a means that enables firms to search for strategies (Yu et al, 2017), which allows the organization to focus and create a dynamic and continuous process from self-analysis activities (Apornak, 2019). According to Yu et al (2017), TQM offers value to organizations by providing valuable resources that enhance competence and efficacy.…”

Section: Introductionmentioning

confidence: 99%

Impact of total quality management factors on knowledge creation in the organizations of Bangladesh

Barua

2021

TQM

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PurposeTotal quality management (TQM) and knowledge management (KM) are two similar and complementary management philosophies synergistic combinations that can form a cycle of improvement and development. This paper aims to investigate the impact of TQM factors on knowledge creation in the organizations of Bangladesh.Design/methodology/approachA list of TQM factors was identified through reviewing the relevant literature. Knowledge creation was analyzed through the framework proposed by Nonaka and Takeuchi (1995). Data were collected through a self-administered questionnaire survey among 450 top and mid-level managers of the organizations. A quantitative research approach, namely, structural equation modeling (SEM) was used in the study. The data were analyzed in SmartPLS 3.FindingsFrom the study, it is found that a positive and significant relationship exists between leadership, employee empowerment, benchmarking, customer focus and information technology with the knowledge creation process and four knowledge conversion modes. In contrast, a negative and significant relationship has been found between employee training and continuous improvement with the knowledge creation process and three knowledge conversion modes.Research limitations/implicationsPrevious researches in Bangladesh empirically validated the effect of TQM on organizational performance, competitive advantage, financial performance, market performance and productivity. But, no such study was undertaken to empirically validate the effect of TQM on knowledge creation process for organizations of Bangladesh. Here, the study has a unique contribution. The empirical support for the hypotheses to explain and predict the contribution of the TQM in promoting knowledge creation.Practical implicationsThe findings highlight the role of leadership practices. Organizational leadership needs to focus more on following issues: gathering required knowledge from the superior sources; transforming prevailing knowledge into a meaningful format to perform activities in better and innovative ways; employing opinions from experiences; facilitating mechanism for employees to update their knowledge; creating a virtual network; implementing customer relationship management system and providing tools and technologies to employees for performing KM activities more efficiently. On the other hand, negative effect of employee training and continuous improvement on knowledge creation sheds light on understanding the reasons for this kind of relationship and formulating effective strategies to resolve problems inside the organizations. In this regard, employees need to be well equipped through regular and appropriate training. Also, employees need to use problem-solving approach to identify problems inside the organizational system thereby availing opportunities for continuous improvement.Originality/valueThis study was conducted to identify factors that enable knowledge creation in organizations from developing countries like Bangladesh. TQM has been adopted in many organizations. But, its effect was mostly measured to determine its impact on improving organizational performance or competitiveness or identifying its critical success factors of implementation. Hence, this study sheds light on identifying the effect of TQM from a new perspective.

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Section: Introductionmentioning

confidence: 99%

Impact of total quality management factors on knowledge creation in the organizations of Bangladesh

Barua

2021

TQM

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“…There is a broad consensus amongst researchers regarding the positive effect of quality management practices on knowledge management processes (Skyrme and Amidon, 1997; Wong, 2005; Ooi et al , 2010; Yusr et al , 2017). QM and quality practices have been in use for a long time, but the question remains as to which of these practices are critical for improving organizational knowledge, and to what level are these practices important for creating new knowledge (Apornak, 2019). Another group of researchers, however, question the size of the impact of applying quality management practices on organizational performance (Singh and Smith, 2004; Cole and Matsumiya, 2008; Pinho, 2008).…”

Section: Introductionmentioning

confidence: 99%

The impact of quality management practices on knowledge management processes: a study of a social security corporation in Jordan

Shraah

Abu-Rumman

Al-Madi

et al. 2021

TQM

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PurposeThis study aimed to investigate the impact of total quality practices on knowledge management (KM) processes across a Social Security Corporation (SSC) in Jordan and explore the best approach to improve KM processes using quality management.Design/methodology/approachThis study followed a quantitative methodology: a conceptual model was developed based on an extensive review of the related literature; an online survey was developed and distributed using the SSC's intranet; and 384 surveys were completed and used in the statistical analysis. The two-stage approach of structural equation modeling (SEM) was employed to analyze and interpret the data, and was used to validate the conceptual model of this research.FindingsBased on the statistical analysis it was found that six out of seven independent factors relating to quality management practices were confirmed to have a significant impact on the knowledge management processes (KMPs). Building upon the findings an agenda for improving KM processes using quality management is proposed.Originality/valueThis study was conducted in one organization namely the SSC because it is the largest public service organization in Jordan and offers compulsory services. The inclusion of other public organizations and companies may reflect different findings. Future research may collect data from other service industries to get a more comprehensive perspective from developing countries such as Jordan. Moreover, the population of this study included only the General Director, General Director Assistants, and Administrative Managers. Front-line employees were excluded from the data collection because the study was conducted solely from a managerial perspective.

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“…Considering the current conditions of the business environment, one of the challenges that organizations face is the need to respond quickly to the different demands and needs of their customers, and agility is a key factor in competitiveness and survival in this changing environment (Alavi and Aghakhani, 2021). Today organizations with any size are faced with swift changes and should plan their activities so that to be success in the competitive environment and can be survived (Apornak, 2019). AM has gained tremendous recognition and acceptability among the manufacturing engineers since the last decade (Potdar and Routroy, 2017).…”

Section: Research Backgroundmentioning

confidence: 99%

Agility enhancement through agile manufacturing implementation: a case study

Kumar

Singh

Jain³

2021

TQM

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PurposeDynamic business environment has a deep influence on production and management related exercises. In order to remain competitive, organization needs to coordinate with continuous and unpredictable changes taking place in the market. Globalization of markets is posing competitive pressure on firms, which leads them to adopt a new manufacturing paradigm termed agile manufacturing (AM). The purpose of the present case study is to explore the contribution of AM towards agility and productivity enhancements in an Indian manufacturing company.Design/methodology/approachThe study is carried out at forging industry which has been assessed on certain key business performance indicators. The assessment highlighted various issues which had scope for improvement to enhance the agility of the organization. Therefore, a phase-wise implementation of AM is carried to reap the significant benefits as a result of AM implementation in the case study company. The methodology has been applied to decrease the inline rejection, increase the productivity and responsiveness of the organization.FindingsThe results revealed an improvement in performance score from 77.5 to 100. Further, an increase in productivity and reduction in line rejection has been achieved through the systematic implementation of AM.Practical implicationsThe study highlights the contributions of strategic AM implementation to organizational performance and highlights the need for successful management of AM practices for establishing sustained performance of the organization.Originality/valueThe contribution of the present work is the phase-wise implementation of AM in the case studied company.

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The influence of strategic decisions for provision of product (service) on the customer's priorities: case study of automotive industry

Cited by 7 publications

References 0 publications

Impact of total quality management factors on knowledge creation in the organizations of Bangladesh

Impact of total quality management factors on knowledge creation in the organizations of Bangladesh

The impact of quality management practices on knowledge management processes: a study of a social security corporation in Jordan

Agility enhancement through agile manufacturing implementation: a case study

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