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Possibilities of using quality management systems to undertake innovation activities in an organisation belonging to the chemical industry

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The main objective of this article is to identify the possibilities of using quality management systems to undertake innovation activities in an organisation representing the chemical industry. Design/methodology/approach: A literature review was carried out to find out the state of the research on the subject. It was conducted according to the research methodology proposed by J.W. Creswell (2013). Ten employees from one of the key departments of an organisation belonging to the chemical industry were interviewed. Findings: The interviewees are of the opinion that their organisation’s quality management system is a useful tool. However, if the system is to support innovation activities, employees should be trained more extensively, they should be provided with information on the potential benefits of quality improvement and innovations, competitions for best organisational solutions should be organised and the quality management system itself should be improved so that it is less documentation-intensive. Research limitations/implications: A literature review is not a perfect way to obtain information. Previous research has been conducted in different organisations and in different cultures. Secondly, it is important to remember the limitations inherent in qualitative research. Practical implications: Based on the results of the research, those responsible for the functioning of management systems can take appropriate measures aimed at increasing the scope of innovation activities of employees. Originality/value: Quality management systems conducive to innovation activities in the chemical industry are not a frequent research topic.
Rocznik
Tom
Strony
73--87
Opis fizyczny
Bibliogr. 43 poz.
Twórcy
autor
  • Jagiellonian University, Department of Quality Management
  • Jagiellonian University, Doctoral School of Social Sciences
Bibliografia
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  • 2. Bugdol, M. (2010). Zaufanie jako źródło innowacji. In: Z. Kłos (ed.), Innowacyjność i jakość - wyznaczniki sukcesu. Poznań: Wyd. Politechniki Poznańskiej.
  • 3. Bugdol, M. (2018). System zarządzania jakością według ISO 9001:2015. Gliwice: Onepress.
  • 4. Butt, H.D. et al. (2021). The Role of CEO Leadership and Project Management for Innovation Success in IT Sector of Pakistan: A Moderating Effect of Human Capital. Journal of Contemporary Issues in Business & Government, 27(5), pp. 329-348. doi: 10.47750/cibg.2021.27.05.022.
  • 5. Calvo-Mora, A., Leal, A., Roldán, J.L. (2005). Relationships between the EFQM Model Criteria: A Study in Spanish Universities. Total Quality Management & Business Excellence, 16, pp. 741-770.
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  • 7. Creswell, J.W. (2013). Projektowanie badań naukowych. Kraków: Wyd. UJ.
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  • 10. Easterby-Smith, M., Thorpe, R., Jackson, P. (2015). Management and business research. Los Angeles-Singapore: Sage.
  • 11. Engelen, A. et al. (2018). The Effect of Corporate Support Programs on Employees’ Innovative Behavior: A Cross- Cultural Study. Journal of Product Innovation Management, 35(2), pp. 230-253. doi: 10.1111/jpim.12386.
  • 12. Escrig-Tena, A.B. et al. (2018). The impact of hard and soft quality management and proactive behaviour in determining innovation performance. International Journal of Production Economics, 200, pp. 1-14. doi:10.1016/j.ijpe.2018.03.011.
  • 13. Fay, D., Borrill, C., Amir, Z., Haward, R., West, M.A. (2006). Getting the Most out of Multidisciplinary. Teams: A Multi-sample Study of Team Innovation in Health Care. Journal of Occupational & Organizational Psychology, 79(4), pp. 553-567.
  • 14. Halvarsson Lundkvist, A., Gustavsson, M. (2018). Conditions for Employee Learning and Innovation--Interweaving Competence Development Activities Provided by a Workplace Development Programme with Everyday Work Activities in SMEs. Vocations and Learning, 11(1), pp. 45-63.
  • 15. Hiltunen, E., Palo-oja, O.-M., Perkkiö, M. (2021). Creating and Implementing Standardized Management Innovation in a Large Organization. South Asian Journal of Business & Management Cases, 10(1), pp. 77-87. doi: 10.1177/2277977921991942.
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  • 17. Kaziliunas (2010). Bardzo duże znaczenie ma wykorzystanie wiedzy cichej.
  • 18. Kulkarni, U.R., Ravindran, S., Freeze, R. (2006/2007). A Knowledge Management Success Model: Theoretical Development and Empirical Validation. Journal of Management Information Systems, Winter, Vol. 23, Iss. 3, pp. 309-347.
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  • 20. Lin, Ch., Wu, Ch. (2005). A knowledge creation model for ISO 9001:2000. Total Quality Management & Business Excellence, 5(16), pp. 657-670.
  • 21. Lin, H.-C., Lee, Y.-D. (2017). A Study of the Influence of Organizational Learning on Employees’ Innovative Behavior and Work Engagement by a Cross-Level Examination. EURASIA Journal ofMathematics, Science & Technology Education, 13(7), pp. 3463-3478.
  • 22. Martínez Rojas, A.B., Laguado Ramírez, R I., Flórez Serrano, E.G. (2018). Factores de éxito de la certificación ISO 9001 en empresas de Cúcuta y su Área Metropolitana. Estudios Gerenciales, 34(147), pp. 216-228. doi: 10.18046/j.estger.2018.147.2599.
  • 23. Matos, F. et al. (2022). Relating Organizational Knowledge with ISO 9001: 2015: An Empirical Approach. Proceedings of the European Conference on Knowledge Management, pp. 814-821. doi:10.34190/eckm.23.2.812.
  • 24. Mättö, T. (2019). Innovation through implementation of a quality improvement method: A finnish public-sector case. TQM Journal, 31(6), pp. 987-1002. doi:10.1108/TQM-12-2018-0193.
  • 25. Mir, M., Llach, J., Casadesus, M. (2022). Degree of Standardization and Innovation Capability Dimensions as Driving Forces for Innovation Performance. Quality Innovation Prosperity / Kvalita Inovácia Prosperita, 26(2), pp. 1-20. doi:10.12776/qip.v26i2.1687.
  • 26. Nasierowski, W. (2000). Technology and quality improvements in Mexican companies: some international comparisons. Journal of Quality Management, 5(1), p. 119. doi:10.1016/S1084-8568(00)00016-X.
  • 27. Nonaka, I. (1990). Redundant, Overlapping Organization: A Japanese Approach to Managing the Innovation Process. California Management Review, 32(3), pp. 27-38. doi:10.2307/41166615.
  • 28. Oakland, J.S. (1995). Total Quality Management. Text with Cases. Oxford: Butterworth Heinemann.
  • 29. PN-EN ISO 9001: 2015. Systemy zarzadzania jakością. Wymagania (2016), p. 17.
  • 30. Podręcznik Oslo (2018). Zalecenia dotyczące pozyskiwania, prezentowania i wykorzystywania danych z zakresu innowacji. GUS, p. 22.
  • 31. Ren, F., Zhang, J. (2015). The Cross-Level Mediating Effect of Psychological Capital on the Organizational Innovation Climate-Employee Innovative Behavior Relationship. Journal of Creative Behavior, 51(2), pp. 128-139.
  • 32. Saadia, M. (2021). The Role of Quality Management System in Promoting Innovation in Companies. Iraqi Journal of Science, pp. 96-103. doi:10.24996/ijs.2021.SI.1.13.
  • 33. Silva, M.M., Fonseca, L.M., Sousa, S.D. (2016). The Impact of ISO 9001:2015 on ISO 22000 and Food Safety Management Systems (FSMS). Quality - Access to Success, 17(152), pp. 81-85.
  • 34. Sisaye, S., Birnberg, J. (2012). Organizational Learning Approach to Process Innovations: The Extent and Scope of Diffusion and Adoption in Management Accounting Systems. Bingley, UK: Emerald Group Publishing Limited (Studies in Managerial and Financial Accounting).
  • 35. Slade, K. (2020). Innovation Management in a Multicultural Context: A Practitioner’s Guide to the Impact of Societal Culture on Innovation. Research Technology Management, 63(6), pp. 31-40. doi: 10.1080/08956308.2020.1813495.
  • 36. Smith, R. (2017). Work(er)-Driven Innovation. Journal of Workplace Learning, 29(2), pp. 110-123.
  • 37. Waddock, S., Bodwell, Ch. (2004). Managing Responsibility What Can be Learned from the Quality Movement? California Management Review, 47(1), pp. 25-37.
  • 38. Wilson, J.P., Campbell, L. (2020). ISO 9001:2015: the evolution and convergence of quality management and knowledge management for competitive advantage. Total Quality Management & Business Excellence, 31(7/8), pp. 761-776. doi:10.1080/14783363.2018. 1445965.
  • 39. Wolniak, R. (2020). Operations in ISO 9001:2015. Scientific Papers of Silesian University of Technology. Organization & Management / Zeszyty Naukowe Politechniki Śląskiej. Seria Organizacja i Zarzadzanie, 148, pp. 783-794. doi:10.29119/1641-3466.2020.148.58.
  • 40. Wolniak, R. (2021). Performance Evaluation in ISO 9001:2015. Scientific Papers of Silesian University of Technology. Organization & Management / Zeszyty Naukowe Politechniki Śląskiej. Seria Organizacja i Zarzadzanie, 151, pp. 725-734. doi:10.29119/1641-3466.2021.151.50.
  • 41. Wuchty, S., Jones, B.F., Uzzi, B. (2007). The Increasing Dominance of Teams in Production of Knowledge. Science, 316, 5827, pp. 1036-9.
  • 42. Yuan, B. et al. (2022). Green innovation and China’s CO2 emissions - the moderating effect of institutional quality. Journal of Environmental Planning & Management, 65(5), pp. 877906. doi:10.1080/09640568.2021.1915260.
  • 43. Zergout, I. et al. (2020). Modelling Approach of an Innovation Process in Engineering Education: The Case of Mechanical Engineering. International Journal of Higher Education, 9(2), pp. 25-39.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-1e32ee1e-231d-473c-93e3-ede8d9a3ccb9
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