Organisational culture and TQM implementation: investigating the mediating influences of multidimensional employee readiness for change

Authors: Haffar, M., Al-Karaghouli, W., Djebarni, R. and Gbadamosi, G.

http://eprints.bournemouth.ac.uk/29590/

Journal: Total Quality Management & Business Excellence

Despite the robust evidence for the direct relationship between organisational culture (OC) and total quality management (TQM), the mechanisms underlying this relationship are not fully explored and have received little empirical attention. This paper extends prior TQM research in a novel way by building and then empirically testing a theoretical model that includes the mediating role of employee readiness for change dimensions (ERFCs) in the OC-TQM relationship. The paper adds value through its contextual originality in being one of the first studies that are conducted in Algeria; which has special ties with the EU geographically, politically and economically. The empirical data for this study was drawn by distributing a questionnaire to 226 middle managers of Algerian firms. Our findings support the mediating roles of two dimensions of ERFC, namely: self-efficacy (ERFC1) and personal valence (ERFC4) in the OC-TQM relationship. This indicates that the improvement in TQM implementation is not a direct consequence of supportive organisational culture but rather of self-efficacy and personal valence transferring the impact of group and adhocracy culture to TQM. To this effect, these results go beyond previous research and contribute significantly in explaining the underlying psychological mechanisms in the OC-TQM relationships model.

This source preferred by Gbola Gbadamosi and Mohamed Haffar

This data was imported from Scopus:

Authors: Haffar, M., Al-Karaghouli, W., Djebarni, R. and Gbadamosi, G.

http://eprints.bournemouth.ac.uk/29590/

Journal: Total Quality Management and Business Excellence

Pages: 1-22

eISSN: 1478-3371

ISSN: 1478-3363

DOI: 10.1080/14783363.2017.1369352

© 2017 Informa UK Limited, trading as Taylor & Francis Group Despite the robust evidence for the direct relationship between organisational culture (OC) and total quality management (TQM), the mechanisms underlying this relationship are not fully explored and have received little empirical attention. This paper extends prior TQM research in a novel way by building and then empirically testing a theoretical model that includes the mediating role of employee readiness for change dimensions (ERFCs) in the OC–TQM relationship. The paper adds value through its contextual originality in being one of the first studies that are conducted in Algeria; which has special ties with the EU geographically, politically and economically. The empirical data for this study was drawn by distributing a questionnaire to 226 middle managers of Algerian firms. Our findings support the mediating roles of two dimensions of ERFC, namely: self-efficacy (ERFC1) and personal valence (ERFC4) in the OC–TQM relationship. This indicates that the improvement in TQM implementation is not a direct consequence of supportive organisational culture but rather of self-efficacy and personal valence transferring the impact of group and adhocracy culture to TQM. To this effect, these results go beyond previous research and contribute significantly in explaining the underlying psychological mechanisms in the OC–TQM relationships model.

The data on this page was last updated at 04:40 on November 19, 2017.