Yes / 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.
| Identifer | oai:union.ndltd.org:BRADFORD/oai:bradscholars.brad.ac.uk:10454/15980 |
| Date | 31 August 2017 |
| Creators | Haffar, Mohamed, Al-Karaghouli, W., Djebarni, R., Gbadamosi, G. |
| Source Sets | Bradford Scholars |
| Language | English |
| Detected Language | English |
| Type | Article, Accepted Manuscript |
| Rights | © 2017 Informa UK Limited, trading as Taylor & Francis Group. This is an Author's Original Manuscript of an article published by Taylor & Francis in Total Quality Management & Business Excellence on 31 Aug 2017 available online at http://www.tandfonline.com/10.1080/14783363.2017.1369352 |
Page generated in 0.0036 seconds