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Tytuł artykułu

Total Quality Management of micro, small and medium enterprises (MSMES), and the impact to organizational culture and performance : emerging country case

Treść / Zawartość
Identyfikatory
Warianty tytułu
PL
Total Quality Management mikro, małych i średnich przedsiębiorstw (MOM) i wpływ na kulturę organizacyjną i wydajność : przypadek kraju wschodzącego
Języki publikacji
EN
Abstrakty
EN
The purpose of this paper is to determine the correlation and effect between the implementation of Total Quality Management (TQM) and organizational culture on MSMEs’ organizational performance in Indonesia. The data analysing technique was descriptively carried out by multiple linear regression. The research method used the model to investigate a relationship between organizational culture, Total Quality Management implementation and performance on MSMEs in Lampung and Surabaya. The data of MSMEs was obtained from the Indonesian Statistics Bureau. The paper found that the correlation and effect between the implementation of Total Quality Management and organizational culture on organizational performance in Indonesia, to provide practical knowledge for Indonesian practitioners, and to understand the eminence of the implementation of Total Quality Management and organizational culture on MSMEs’ performance. Total Quality Management constructs engaged a positive role in improving organizational performance.
PL
Celem artykułu jest określenie korelacji i wpływu pomiędzy wdrożeniem Total Quality Management (TQM) i kulturą organizacyjną na wydajność organizacyjną MSME w Indonezji. Technika opisowej analizy danych została przeprowadzona przy wykorzystaniu wielokrotnej regresji liniowej. W metodzie badawczej wykorzystano model do zbadania związku między kulturą organizacyjną, wdrożeniem Total Quality Management i wydajnością na MSME w Lampung i Surabaya. Dane MSME otrzymano od indonezyjskiego biura statystycznego. W artykule stwierdzono, że korelacja i wpływ pomiędzy wdrożeniem Total Quality Management i kultury organizacyjnej na wyniki organizacyjne w Indonezji, zapewniają praktyczną wiedzę dla indonezyjskich praktyków, a także pozwalają na zrozumienie znaczenia wdrożenia Total Quality Management i kultury organizacyjnej na wydajność MSME. Konstrukcje Total Quality Management zaangażowały się pozytywnie w poprawę wydajności organizacji.
Rocznik
Strony
32--45
Opis fizyczny
Bibliogr. 36 poz., rys., tab.
Twórcy
  • Institut Informatika dan Bisnis Darmajaya, Bandar Lampung, Lampung Indonesia
  • Institut Informatika dan Bisnis Darmajaya, Bandar Lampung, Lampung Indonesia
autor
  • Institut Informatika dan Bisnis Darmajaya, Bandar Lampung, Lampung Indonesia
Bibliografia
  • 1. Al-Khalifa K.N., Aspinwall E.M., 2000, Using the Competing Values Framework to identify the ideal culture profile for TQM: A UK perspective, “International Journal of Manufacturing Technology and Management”, 2(1-7).
  • 2. Aquilani B., Silvestri C., Ruggieri A., Gatti C., 2017, A Systematic Literature Review on Total Quality Management Critical Success Factors and the Identification of New Avenues of Research, “The TQM Journal”, 29(1).
  • 3. Aziz R.Z.A., 2015, Total Quality Management: Cultural, Implementation and Organizational Performance Aspects (an empirical investigation in Indonesia), Osaka University.
  • 4. Aziz R.Z.A., Morita H., 2016, National culture, organizational culture, total quality management implementation, and performance: an empirical investigation, “International Journal of Productivity and Quality Management”, 19(2).
  • 5. Bhuiyan N., Baghel A., 2005, An Overview of Continuous Improvement: From the Past to the Present, “Management Decision”, 43(5).
  • 6. Bhutta K.S., Huq F., 1999, Benchmarking-best practices: An Integrated Approach, “Benchmarking: An International Journal”, 6(3).
  • 7. Brown M.G., Hitchcock D.E., Willard M.L., 1994, Why TQM Fails and What to Do About It, Irwin, Burr Ridge: Illinois.
  • 8. Cameron K., Quinn R.E., 2006, Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Beijing: China Renmin University Press.
  • 9. Crosby P.B., 1980, Quality is Free: The Art of Making Quality Certain, Mentor, New York: NY.
  • 10. Das A., Paul H., Swierczek F.W., 2008, Developing and Validating Total Quality Management (TQM) Constructs in the Context of Thailand’s Manufacturing Industry, “Benchmarking: An International Journal”, 15(1).
  • 11. Deming, 1986, Out of the Crisis, Cambridge, MA: MIT Press.
  • 12. Haffar et al., 2013, The Mediating Effect of Individual Readiness for Change in the Relationship between Organisational Culture and TQM Implementation, “Total Quality Management and Business Excellence”, 24(5-6).
  • 13. Haseeb M., Hussain H.I., Ślusarczyk B., Jermsittiparsert K., 2019, Industry 4.0: A Solution towards Technology Challenges of Sustainable Business Performance, “Social Sciences”, 8(5).
  • 14. Jiménez-Jiménez D., Martinez-Costa M., Martínez-Lorente A.R., Rabeh H.A.D., 2015, Total Quality Management Performance in Multinational Companies: A Learning Perspective, “The TQM Journal”, 27(3).
  • 15. Juran J.M., Gryna F.M., 1993, Quality Planning and Analysis, (3rd ed.), New York: McGraw-Hill Inc.
  • 16. Mehralian G., Nazari J.A., Nooriparto G., Rasekh H.R., 2017, TQM and organizational Performance Using the Balanced Scorecard Approach, “International Journal of Productivity and Performance Management”, 66(1).
  • 17. Michael O., Justina O., Olabode D., 2018, Child Labour and Protection: An Exploration of Vulnerable Children in Lagos State, Nigeria, “Humanities and Social Sciences Letters”, 6(4).
  • 18. Mokgari M.T., Pwaka O., 2018, An Evaluation of Effectiveness of Oversight Committees: A Case of City of Johannesburg, Section 79 Committees, “International Journal of Public Policy and Administration Research”, 5(2).
  • 19. Morrow P.C., 1997, The measurement of TQM Principles and Work-Related Outcomes, “Journal of Organizational Behavior”, 18(4).
  • 20. Moussa A., 2018, Does Agricultural Sector Contribute to the Economic Growth in Case of Republic of Benin?, “Journal of Social Economics Research”, 5(2).
  • 21. Murshed M., 2018, International Tourism Demand in Bangladesh: An ARDL Bounds Test Approach, “Journal of Tourism Management Research”, 5(1).
  • 22. Naranjo-Valencia J.C., Jiménez-Jiménez D., Sanz-Valle R., 2016, Studying the Links between Organizational Culture, Innovation, and Performance in Spanish Companies, “Revista Latinoamericana de Psicología”, 48(1).
  • 23. Obodo N.A., 2018, Content Analysis of Time Management as a Tool for Corporate Effectiveness, “International Journal of Applied Economics, Finance and Accounting”, 2(2).
  • 24. Parast M.M., Adams S.G., Jones E.C., 2011, Improving Operational and Business Performance in the Petroleum Industry through Quality Management, “International Journal of Quality and Reliability Management”, 28(4).
  • 25. Perles G.S.M., 2002, The Ethical Dimension of Leadership in the Programmes of Total Quality Management, “Journal of Business Ethics”, 39(1-2).
  • 26. Psomas E.L., Jaca C., 2016, The Impact of Total Quality Management on Service Company Performance: Evidence from Spain, “International Journal of Quality & Reliability Management”, 33(3).
  • 27. Sadeghian, Reza M., 2010, A Study of the Significance of Organizational Culture for the Successful Implementation and Operation of Total Quality Management (TQM): A Comparative Study between Iran and the UK, Unpublished Doctoral Thesis, University of Huddersfield.
  • 28. Salaheldin I., 2009, Critical Success Factors for TQM Implementation and Their Impact on the Performance of SMEs, “International Journal of Productivity and Performance Management”, 58(9).
  • 29. Samson D., Terziovski M., 1999, The Link between TQM Practice and Organizational Performance, “International Journal of Quality and Reliability Management”, 16(3).
  • 30. Saraph et al., 1989, An instrument for measuring the critical factors of quality management, “Decision Sciences”, 20.
  • 31. Shahab et al, 2010, TQM Practices and Organizational Performance: Evidence from Pakistani SMEs, “International Journal of Engineering and Technology IJET-IJENS”, 10(04).
  • 32. Sinha N., Garg A.K., Dhingra S., Dhall N., 2016, Mapping the Linkage between Organizational Culture and TQM: The Case of Indian Auto Component Industry, “Benchmarking: An International Journal”, 23(1).
  • 33. Smith et al., 1993, Benchmarking: The Fundamental Questions, “Marketing Management”, 2(3).
  • 34. Taguchi G., 1986, Introduction to Quality Engineering: Designing Quality into Products and Processes, Asian Productivity Organization: Tokyo.
  • 35. Valmohammadi C., Roshanzamir S., 2015, The Guidelines of Improvement: Relations among Organizational Culture, TQM and Performance, “International Journal of Production Economics”, 164.
  • 36. Zhang et al., 2000, Developing a Model of Quality Management Methods and Evaluating Their Effects on Business Performance, “Total Quality Management”, 11(1).
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-1a9703f4-c147-4174-a881-09e27839bcad
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