• CEO reputation, quality management and environmental innovation: the roles of stakeholder pressure and resource commitment

      Konadu, R.; Owusu-Agyei, S.; Lartey, T.; Danso, A.; Adomako, Samuel; Amankwah-Amoah, J. (Wiley, 2020)
      In this paper, we examine how and when chief executive offers’ (CEOs’) reputation enhances environmental innovation by considering quality management as a mediating mechanism of this relationship. In addition, we introduce stakeholder pressures (primary and secondary stakeholder pressures) as important contingencies of the relationship between CEOs’ reputation and quality management. Moreover, we test the moderating role of resource commitment on the quality management-environmental innovation relationship. We test our research model using data from a manufacturing industry sample of 217 firms from Ghana. We find that quality management mediates the relationship between reputation and environmental innovation. Moreover, the relationship between CEOs’ reputation and quality management is amplified when levels of both primary and secondary stakeholder pressures are greater. Finally, our findings show that the effect of quality management on environmental innovation is enhanced when resource commitment is greater. Implications for theory and practice are discussed.
    • The influence of individual readiness for change dimensions on quality management implementation in Algerian manufacturing organisations

      Haffar, Mohamed; Al-Karaghouli, W.; Irani, Zahir; Djebarni, R.; Gbadamosi, G. (2019-01)
      A comprehensive literature review reveals a lack of empirical studies investigating the influence of individual readiness of change (IRFC) as a multidimensional construct on effective quality improvement programmes (often referred as TQM) implementation. Much of the normative literature is conceptual in nature. Moreover, there is very limited research investigating the mediating role of employee affective commitment to change (IACC) between IRFCs and TQM. Therefore, this study proposes to fill this gap by providing empirical evidence leading to advancement in the understanding of direct and indirect influences of IRFC components on TQM implementation. To achieve this, a questionnaire-based survey was developed and self-administered to 226 middle managers in Algerian manufacturing organisations (AMOs) with a good rate of return of 52%. The analysis of the collected data revealed that two of the IRFC components, namely personally beneficial and change self-efficacy are the most supportive IRFC dimensions for TQM implementation. Furthermore, the results of this study show support for the mediating role of IACC in the relationship between IRFCs and TQM implementation. Therefore, this paper makes a novel contribution by providing a refined and deeper comprehension of the relationships between IRFCs and TQM implementation.