Integrating Knowledge Management with Total Quality Management to Enhance Construction Project Delivery in Ghana

A crucial component of creating a quality culture is knowledge management (KM), and well-known quality frameworks frequently stress the significance of KM for total quality management (TQM). In effect, KM and TQM are techniques that are closely related to the more general idea of organizational development and performance. The goal of this review is to investigate the relationship between KM and TQM and their impact on construction project delivery. A systematic review of 25 articles from 2001-2022 was conducted. The Key stages in the review include clarification of aims and objectives in the protocol, finding the relevant peer-reviewed journals, collecting data, assessing study quality, synthesizing evidence and interpreting findings. The findings of the study revealed that TQM has a synergistic role in knowledge creation through documents and manuals that specify the principles and action plans of TQM. On the other hand, there are major differences in how TQM and KM are implemented across different industries. In the process of creating knowledge, there was an effective and significant connection between leadership, employee empowerment, customer focus, benchmarking, and information technology. While KM is based on creating a culture that supports knowledge creation and sharing, TQM practices such as strategic planning and human resource management have a positive impact on KM activities like knowledge acquisition, distribution, and application. KM initiatives pursue individual quality in knowledge sharing and creation. Knowledge acquisition processes can be the subject of quality systems as knowledge dissemination can also be the subject of quality culture. Further, 981 academic documents on the topic were retrieved from Publish or Perish database within the period of 2000-2022. Afterward, co-occurrence and network visualization analysis were carried out to look at the patterns of study interconnections. As a result, relevant key words, network of terms co-occurrences with 73 out of 4506 keywords, 1153 links, and total link strength of 2760 were revealed. The scientometric analysis revealed a strong link between knowledge, total quality management, performance, management process and approach. These keywords attracted more attention in literature during the period.

PurposeThe current study probes the multi-dimensional link between total quality management (TQM) and knowledge management (KM) and investigates how different TQM's dimensions impacts KM processes and how this nexus impacts organizational performance (operational and financial performance) by considering KM as an intermediating variable between TQM and organizational performance.Design/methodology/approachSix TQM practices are taken from “Malcolm Baldrige National Quality Award”, namely leadership, customer focus, strategic planning, human resource management, process management and information and analysis; KM processes include knowledge creation, acquisition, sharing and application and organizational performance comprises operational and financial performance. The researcher put together data from different sized services and manufacturing firms, from small, to medium and large firms located in the United Kingdom (UK).FindingsThe results suggested that a positive correlation existed between TQM, KM and organizational performance. KM is also shown to have quite a strong and positive influence on firm operational and financial performance and partially mediates the relationship between TQM and corporate performance. Dimensional analysis indicates that leadership, strategic planning, customer focus and HRM have a significant positive impact on all KM process, while mixed results have been found for process management and information and analysis. The contextual analysis indicates that except for knowledge creation, TQM plays an equally significant role for the majority of manufacturing establishments and services firms.Originality/valueThe present research makes a significant contribution to the scarce literature on the relationship between TQM and KM (mainly at dimensional level), particularly in the context of the UK, and provides a detailed understanding of the relations between different TQM and KM dimensions, and how their relationship impacts on the operational and financial performance of different sizes of manufacturing and services firms.HighlightsTotal quality management (TQM) enhances firms' knowledge management (KM) capabilitiesKM partially mediates the relationship between TQM and firms' performanceLeadership, customer focus and process management indicated insignificant impact on knowledge creationTQM and KM are equally important for all sizes manufacturing and services firms

Purpose– This study aims to identify if an integration between knowledge strategy and knowledge management (KM) processes leads to organizational creativity and performance.Design/methodology/approach– Quantitative strategy and cross-sectional survey method were used to collect data. In all, 219 randomly selected respondents from 173 listed companies provided feedback through self-administered questionnaire. Factor analysis and multiple regression techniques were used to test multiple hypotheses.Findings– Results revealed the significant positive impact of system-oriented KM systems strategy on KM process capabilities, creativity and organizational performance. No significant impact has been found of human-oriented KM strategy on different KM processes and organizational performance. However, it interestingly has a significant negative relationship with organizational creativity. KM processes have significant impact on organizational creativity and performance. Organizational creativity has also been identified as having a strong significant impact on organizational performance.Originality/value– This paper fills the knowledge gap by undertaking a study which has not been conducted before.

PurposeThe purpose of this paper is to investigate the impact of total quality management (TQM) practices in terms of leadership, strategic planning, customer focus, teamwork, process management, information, and analysis on organizational performance in Jordanian telecommunications companies. In addition, the mediating effect of knowledge management (KM) processes is tested.Design/methodology/approachA survey instrument was used to gather empirical data, and it was distributed to all managerial and non-managerial employees. A total of 477 questionnaires were valid for analysis, resulting in a response rate of (97 percent). Factor analysis and multiple regression analyses were used to test the study’s hypotheses.FindingsCustomer focus and process management were found to have an insignificant impact on organizational performance, while teamwork had the strongest impact on KM processes. The results also revealed that only knowledge sharing and application processes had a significant impact on organizational performance. More importantly, KM processes fully mediated the impact of TQM practices on organizational performance, except for teamwork, which had a partial mediating effect.Research limitations/implicationsThis study was limited to a survey of the headquarters of three telecommunication companies: Zain, Orange, and Umniah, in Amman City.Originality/valueOriginality of the paper lies in testing the influence of TQM practices on organizational performance in a novel context, where most TQM initiatives fail for one reason or another.

This study examined how Knowledge Management (KM), Total Quality Management (TQM), and Worker Competencies influence the performance of construction projects in Rwanda, with a focus on their ability to improve efficiency, quality, and sustainability. A total of 290 respondents from different construction firms were selected through stratified random sampling, and data were analyzed using a quantitative descriptive research design. The findings showed that respondents reported relatively high levels of engagement in Knowledge Management (66%, Mean = 3.36, SD = 0.753), Total Quality Management (Mean = 3.32, SD = 0.735), and Worker Competencies (Mean = 3.30, SD = 0.722). Construction project performance was also reported at a high level (Mean = 3.30, SD = 0.722), although some gaps were noted in continuous improvement practices and in addressing stakeholder conflicts. Statistical analysis revealed that Worker Competencies had the strongest positive effect on project performance (β = 0.572, p < 0.001), followed by Total Quality Management, which also showed a significant positive influence (β = 0.319, p < 0.001). Knowledge Management, while positively related, did not show a statistically significant effect (β = 0.019, p = 0.371). These results suggest that the skills, knowledge, and capabilities of workers, together with strong quality management systems, are the key drivers of successful construction projects in Rwanda. In contrast, knowledge management practices alone, although useful, do not appear to directly determine performance outcomes. The study concludes that prioritizing workforce training, leadership development, and the integration of quality assurance systems will lead to better project efficiency and sustainability. Investing in worker competencies and quality systems should therefore be seen as a strategic approach for enhancing construction project success in Rwanda.

PurposeConstructed upon knowledge-based view theory, this study investigates the influence of internal marketing (IM) on knowledge management (KM) processes in higher educational institutes (HEIs) in China and Pakistan. The study investigates the direct link between KM processes and organizational performance and indirect links via knowledge workers' productivity (KWP).Design/methodology/approachData were collected from HEIs in China and Pakistan, and 784 survey responses were reported from academic and administrative staff (HEIs).FindingsThe result revealed that IM has a significant impact on KM processes, and KM processes impact organizational performance via the partial mediating effect of KWP in China, Pakistan and the overall sample. The multi-group analysis confirmed the substantial differential effect of KM processes on KWP in culturally different HEIs.Originality/valueA lack of research establishes the inter-relationship between KM enabler (IM), KM processes, KWP and organizational performance in culturally diverse environments. This is one of the initial studies that examine the relationship between IM, KM processes, KWP and organizational performance in HEIs. Furthermore, this study contributes to the existing body of knowledge by conducting an in-depth empirical examination of IM, KM processes, KWP and OP in culturally diverse environments (i.e. China and Pakistan).Key PointsThis research examines the influence of internal marketing (IM) on knowledge management (KM) processes by using knowledge workers' productivity (KWP) as a mediator between knowledge management (KM) and organizational performance.Through the partly mediating effect of KWP, it was discovered that IM considerably influenced knowledge management processes and organizational performance in China, Pakistan and throughout the sample.The multi-group analysis indicates that KMPs have a statistically significant influence on KWP.

Knowledge management (KM) has been gaining momentum as the means toward organisational growth. Recent literature also gives much prominence to emerging performance measurement (PM) systems for assessing performance. This chapter comprehends the concepts of integrating KM with PM, and in short, KM performance measures in organisations. It reviews the issues that surround KM/PM initiatives, and discusses the assessment criteria that integrate the philosophy and the principles of total quality management (TQM) with KM performance measures. Five KM/PM enablers/criteria are identified, namely 1) senior management leadership, 2) management by processes, 3) people development, 4) continuous improvement, and 5) results orientation. These concepts are constituted the development of an integrated knowledge management (IKM) model for assessing organisational KM performance. Future research could evaluate the efficacy of the IKM model, validate the key KM/PM criteria, and develop an implementation framework to foster the KM/PM efforts in organisations in different sectors.

Knowledge management (KM) has been gaining momentum as the means toward organisational growth. Recent literature also gives much prominence to emerging performance measurement (PM) systems for assessing performance. This chapter comprehends the concepts of integrating KM with PM, and in short, KM performance measures in organisations. It reviews the issues that surround KM/PM initiatives, and discusses the assessment criteria that integrate the philosophy and the principles of total quality management (TQM) with KM performance measures. Five KM/PM enablers/criteria are identified, namely 1) senior management leadership, 2) management by processes, 3) people development, 4) continuous improvement, and 5) results orientation. These concepts are constituted the development of an integrated knowledge management (IKM) model for assessing organisational KM performance. Future research could evaluate the efficacy of the IKM model, validate the key KM/PM criteria, and develop an implementation framework to foster the KM/PM efforts in organisations in different sectors.

Purpose– The current study aims to investigate the existing relationship between knowledge management (KM) infrastructures, KM process capabilities, creative organizational learning (OL) and organizational performance.Design/methodology/approach– Statistical population includes executives of knowledge-based companies in Tehran Science and Technology Park of Iran. The 68 questionnaires were distributed among the census, of which 60 questionnaires were completed correctly. The research data were analyzed by SPSS and PLS software. The unit of analysis is a company that has adopted a knowledge management system (KMS). Target population of the research consisted of 85 top managers of knowledge-based companies in Tehran Science and Technology Park of Iran (N= 85). Random sampling method was applied in this study, and 71 top managers were considered as the statistical sample based on the “Morgan Table”. One standard five-point Likert questionnaire was adopted and distributed between top managers in the park; 62 questionnaires were returned, among which 60 were statistically investigated. The structural relations among variables were tested using the partial least squares method.Findings– This study shows that the KM processes can mediate between creative OL and factors in the KM infrastructure. The results of the study demonstrate that KM process capabilities have the most crucial role in creative OL. The results indicate a significant influence of the infrastructure capabilities on the process capabilities, also the impacts of KM process capabilities on creative OL and the impacts of creative OL on organizational performance was confirmed.Research limitations/implications– Using a holistic view of the KM performance framework, this study has provided insights to KM for researchers because it explains the integrated aspects of KM performance by examining the relationships between the KM infrastructure, knowledge process capabilities, and organizational outcomes. Previous studies on KM have been fragmented because they only consider some aspects of KM performance rather than using a holistic view of the KM performance framework: they have examined the relationship between one or two facets of KM enablers and process capability, or between KM process capabilities and organizational performance.Practical implications– In order to manage rapid change and global competition in business environments, knowledge workers should create new business opportunities and continuously question what and how they can contribute to these chances. Organizational KMS should support the learning processes of their knowledge workers.Social implications– The continuous learning and experiments are necessary in order to produce new ideas and products: it is critical to emphasize the importance of a KM infrastructure that supports and encourages learning in organizations. The creative learning in turn affects organizational performance indicating that without learning, organizations cannot overcome the boundary of old business practices and adjust to change in environments.Originality/value– Previous researches did not appraise the effect of KM and its capabilities on organizational performance, and the specific influence of creative OL was disregarded. The present study demonstrates the mechanism of KM effect on organizational performance and describes the comprehensive dimensions of KM performance.

PurposeThe purpose of this paper is to investigate the associations between total quality management (TQM) core elements, knowledge management (KM) processes, and educational organization outcome with respect to academic performance (AP).Design/methodology/approachThe study is based on a cross-sectional survey design. The survey was conducted on 87 colleges in Iraqi higher-education institutions (HEIs). Four main hypotheses were developed and tested statistically by applying multivariate data analyses.FindingsThe results provided evidence that both TQM core elements and KM processes should be implemented holistically. TQM core elements have a positive and significant impact on both KM processes and AP. Moreover, KM processes partially mediate the association between TQM core elements and AP.Originality/valueEmpirical research on the association between TQM, KM, and performance is very limited. This study provides insights and further understanding of the effect of TQM core elements on KM processes and AP, and therefore, allows decision makers to get in-depth knowledge about these associations and the mediating effect of KM in HEIs context.

PRACTITIONER APPLICATION: New Factors in the Antitrust Regulation of Hospital Mergers

PurposeThis research is an effort to conceptualize the relationship between total quality management (TQM) and knowledge management in a new way. While some researchers considered knowledge management as a facilitator of TQM other scholars concerned TQM as an antecedent for knowledge management. The purpose of this paper is to propose a reciprocal causation between TQM and knowledge management.Design/methodology/approachThe main focus of literature review is focusing on common practices of TQM and knowledge management. In the next step, joint variance analysis method is used to reanalyze the results of the empirical studies linking TQM to knowledge management. This approach aims to divide the multiple correlation squared and demonstrate what portion is distinctly connected to predictor variables and what portion is on account of common variance among predictors.FindingsThe result indicates that nearly half of all explained variances in empirical studies that considered the relationship between TQM and knowledge management disregarding the criteria are accounted for the joint variance of TQM and knowledge management processes. Therefore a reciprocal causation between TQM and knowledge management can be formulated.Originality/valueThis research is one of the first studies which explores the diverse results of the relationship between TQM and knowledge management from a methodological perspective.

PurposeThe study explores the impact of knowledge-oriented leadership (KOL) on knowledge management (KM) processes and the indirect relationship of KM processes with organizational performance (OP) via mediating the role of creative organizational learning (COL) in cross-cultural settings.Design/methodology/approachThis research used a survey structure of 784 faculty and admin personnel from higher education institutions in China and Pakistan. Smart-PLS, 3.2.9 was used to perform analysis.FindingsThe result shows a significant positive influence of KOL on KM processes and KM processes on OP via the partial mediating effect of COL in China, Pakistan and the overall sample. The multi-group analysis confirmed the substantial differential effect of KOL on KM processes.Practical implicationsOutcomes of this research affirm KM's university practice and recommend how higher education academics and administrators prioritize KOL, KM processes and COL while strengthening OP in a culturally different environment.Originality/valueThe current research is among the initial experiments to determine KOL, KM processes, COL and organizational (University) performance relationships in a culturally different environment. The study is among the initials that just not empirically explore the associations between the factors but sheds light on existing literature by immediately exploring COL's mediating position in China and Pakistan's HEIs.

This paper examines a framework between different knowledge management enablers (KMEs), knowledge management (KM) processes and organisational performance. Forty-six KMEs are selected from literature and experts' opinion from industry and academia. Further, these 46 KMEs are grouped into six major constructs. These KMEs supports the socialisation, externalisation, combination, internalisation (SECI) KM processes and organisational performance (operational performance, financial performance and customer satisfaction). The postal survey methodology is used to collect the data from Indian manufacturing organisations. The collected survey data was analysed for the construct, content, criterion-related validation and reliability analysis. Additionally, structural equation modelling (SEM) is used to test the relationship between KMEs, SECI KM process and organisational performance. The finding suggests positive relationship exists between KMEs, SECI KM process and organisational performance. The successful KMEs implementation improves the SECI KM processes which enhance the organisational performance.

This paper examines a framework between different knowledge management enablers (KMEs), knowledge management (KM) processes and organisational performance. Forty-six KMEs are selected from literature and experts' opinion from industry and academia. Further, these 46 KMEs are grouped into six major constructs. These KMEs supports the socialisation, externalisation, combination, internalisation (SECI) KM processes and organisational performance (operational performance, financial performance and customer satisfaction). The postal survey methodology is used to collect the data from Indian manufacturing organisations. The collected survey data was analysed for the construct, content, criterion-related validation and reliability analysis. Additionally, structural equation modelling (SEM) is used to test the relationship between KMEs, SECI KM process and organisational performance. The finding suggests positive relationship exists between KMEs, SECI KM process and organisational performance. The successful KMEs implementation improves the SECI KM processes which enhance the organisational performance.