Organisational culture and TQM implementation: investigating the mediating influences of multidimensional employee readiness for change
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2019Rights
© 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/10.1080/14783363.2017.1369352Peer-Reviewed
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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.Version
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Haffar M, Al-Karaghouli W, Djebarni R et al (2019) Organisational culture and TQM implementation: investigating the mediating influences of multidimensional employee readiness for change. Total Quality Management & Business Excellence. 30(11-12): 1367-1388.Link to Version of Record
https://doi.org/10.1080/14783363.2017.1369352Type
Articleae974a485f413a2113503eed53cd6c53
https://doi.org/10.1080/14783363.2017.1369352