Abstract
PurposeThe purpose of this paper is to investigate the role of total quality management (TQM) as a knowledge enabler in the creation and exploitation of organisational knowledge.Design/methodology/approachThis qualitative investigation adopts a case‐study methodology to analyse the role of TQM in knowledge creation in 21 prominent firms, utilising an investigation framework based on the “socialisation,” “externalisation,” “combination,” and “internalisation” model of knowledge generation.FindingsTQM is shown to be an effective enabler of knowledge generation. TQM provides policies and tools (such as general involvement of all employees, teamwork, feedback mechanisms, and widespread communication) that are inherently useful as enablers of knowledge creation and dissemination.Research limitations/implicationsFuture studies should investigate the specific causal nexus between TQM and product innovation.Practical implicationsTQM can be utilised to support an organisation's utilisation of corporate knowledge as a real source of competitive advantage.Originality/valueEmpirical research on knowledge and quality management is scanty. This paper addresses the gap by empirically examining the relationship between TQM and knowledge creation.
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