The impact of soft TQM and hard TQM on innovation performance: the moderating effect of organisational culture

Kanagi Kanapathy, Chiok Sook Bin, Suhaiza Zailani and Ali Haj Aghapour

International Journal of Productivity and Quality Management, 2017, vol. 20, issue 4, 429-461

Abstract: Literature increasingly recognises the importance of organisational culture when implementing operations management practices. This paper examines the relationships among quality, innovation, and organisational culture under a moderation model. The research model is constructed based on well-established theories of competing values framework (CVF) and total quality management (TQM). A cross-sectional study was conducted amongst 106 ISO 9000-certified manufacturers where data were collected from senior managers with sufficient knowledge. Partial least square analysis indicates that: 1) innovation is influenced mainly by adopting soft (organisational) TQM elements and secondarily hard (process) TQM elements; 2) innovation organisational culture has a stronger moderating influence on process-related TQM than on organisational TQM, although its interactions are mostly insignificant. Therefore, practitioners are advised to emphasise the organisational aspect of TQM rather than process-related practices when assessing the innovation performance of an organisation. The findings recommend firms to have a balanced view on cultures in organisations.

Keywords: competing values framework; CVF; innovation performance; moderation; partial least squares; modelling; total quality management; Malaysia; soft TQM; hard TQM; process-related TQM; organisational TQM; organisational culture; operations management; ISO 9000. (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (7)

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