Organizational Quality Culture Research Articles

Kerangka Pengembangan dan Kepemimpinan Budaya Mutu dalam Konstruksi di Indonesia: Tinjauan Studi Literatur

Leadership is an indispensable element in the process of initiating and maintaining the development of a quality culture in a construction organization. Leadership can create an appropriate environment to provide maximum comfort to group members to improve performance and productivity. Strong leadership from top management is essential in developing and maintaining a quality-based culture in an organization that acts as a catalyst for the implementation of Total Quality Management (TQM). This paper aims to discuss the conceptual framework of how leadership can help change the quality culture in an organization. The discussion was carried out using a literature review of the concepts of Quality, Culture and Leadership and Organizational Culture. Analysis of the study was carried out on cultural changes and the role of leadership in developing a quality culture. The results of the study show that organizations need to shift from their current culture to a TQM culture that focuses on quality as the main strategy. Furthermore, thirteen important cultural dimensions can be identified that contribute to the successful implementation of TQM, where most of these dimensions are related to leadership. The proposed Quality Culture Development and Leadership Framework in Construction in Indonesia can be a model for developing a quality culture in construction organizations through effective leadership, so that construction organizations can use it creatively to minimize inconsistencies and conflicts.

Key factors for implementation of total quality management in construction Sector: A system dynamics approach

Maintaining quality in construction projects is paramount to project success, achieved through techniques such as Total Quality Management (TQM). However, the key factors of TQM implementation in the construction industry of developing countries are not well explored. Accordingly, this paper evaluated the causative relationship and intricacies of TQM implementation in the construction sector of developing countries. A total of 28 key factors of TQM were captured through a literature review. Thereafter, 12 significant key factors were shortlisted. Lack of top management commitment, poor customer/client satisfaction, inadequate quality of education regarding TQM, and ineffective organizational quality culture emerged as impediments to implementing TQM in the construction sector. A Causal Loop Diagram (CLD) was developed to represent interrelations between the 12 shortlisted factors. In addition, a system dynamics model (SDM) was developed. The simulation results of the developed SDM indicated an increase in TQM implementation over the period under the defined system.

Leadership and Its Role in Developing a Positive Service Quality Culture in Organizations

This research explored the role leadership has on positive service quality culture implementation. Positive service quality is explained as being a concept explaining consistent and continuous delivery of good quality service to customers leading to customer satisfaction. On the other hand, organizational culture is considered to be the beliefs and common practices binding organizational members. The study utilized a desk top approach and reviewed a series of articles on leadership, service quality and organization culture. It was established that leaders are at the core of cultural change or implementation. If positive service quality is to be consistently delivered, then a culture of positive service quality must be implemented, and leaders need to oversee this with commitment and right leadership approaches. The findings established that there is need for leaders to show commitment through resource allocation towards positive service quality attainment and to fully participate in the service quality cultural shift. Additionally, the study established that using the right leadership approach will ensure this is a success and finally leaders ensuring their employees are rightly equipped for this change is key for this shift to be successful.

What constitutes quality to students in higher education? An empirical investigation of course-level student expectations

Purpose The purpose of this paper is to identify and interpret the critical quality attributes of core educational services at the course level both with student and lecturer involvement. Significant differences between the viewpoints of these two directly involved stakeholder groups are also demonstrated to provide a better understanding of student expectations. Methodology Students of quality management courses were invited to collect those attributes that could have an impact on their perceived educational service quality. The compiled list of 23 characteristics has been formed on the basis of a four-point Likert scale-based questionnaire. With approximately 360 responses, thorough statistical analyses have been executed to investigate whether any significant differences could be detected between the quality attributes perceived by the different student segments. A group of lecturers has also been invited to fulfil the same questionnaire to compare their viewpoints with those of the students. Findings The results allow us to identify critical quality attributes which may be used in all platforms and interactions with students. The conclusions can be implemented on the course level to adjust the plan-do-check-act-based improvement of courses in which lecturers are directly interested. Originality As the new generation of students increasingly regard themselves as customers, they have become more aware of how they are taught and how they participate in the learning process. Institutionalizing this approach may contribute to the shaping of the organizational quality culture by emphasizing student focus and may result in the identification of best practices and standardization of processes at the course level.

Quality culture – a contemporary challenge in the approach to management systems in organizations

Purpose: The issue of quality culture is a topical one, whilst contemporary socio-economic conditions set new requirements for it, including a systemic approach based on the requirements of management standards, which have prompted us to analyze this approach to the subject. Design/methodology/approach: The article presents an in-depth analysis of sourced texts compiled with the requirements of ISO 9004. Findings: The paper specifies the postulates resulting from the analysis of the issue, which, in the opinion of the authors, indicate the most important aspects related to building a quality culture in organizations. Practical implications: The analysis of the issue presented in the article indicates its topicality and importance in the improvement of each organization, indicating the need to implement the activities described in the article into management practice. Originality/value: The presented analysis of the issue indicates the most important contemporary problems for the authors related to building a quality culture. The article contains a model of building a quality culture based on activities shaping the awareness of employees in organizations with an implemented management system.

Prolegomena for the Study of the Organizational Quality Culture

Prolegomena for the Study of the Organizational Quality Culture

The importance of nurses’ cognitive and emotional engagement in developing hospital quality culture

To identify which component of the nurse's engagement that plays a significant role in developing quality culture. This study involved 643 nurses from 15 hospitals in Malang Raya, Indonesia. The perceived organizational quality culture and employee engagement were measured with a close-ended questionnaire and further analyzed using descriptive statistics and multiple linear regression. Most nurses only reach an average level, while not more than fifteen percent of nurses have a high level of employee engagement. Moreover, most nurses perceive that their hospital has already well-developed quality culture. The cognitive and emotional engagement has a significant influence on the development of quality culture, while physical engagement does not. To build a quality culture, hospital managers should emphasize their efforts in fostering the nurse's cognitive and emotional engagement while maintaining the nurse's physical engagement.

Shaping a Culture for Continuous Quality Improvement in Undergraduate Medical Education.

This study sought to identify key features of an organizational quality culture and explore how these features contribute to continuous quality improvement of undergraduate medical education. Between July and December 2018, researchers from Maastricht University in the Netherlands conducted a multicenter focus group study among 6 education quality advisory committees. Participants were 22 faculty and 18 student representatives affiliated with 6 medical schools in the Netherlands. The group interviews focused on quality culture characteristics in relation to optimizing educational development, implementation, evaluation, and (further) improvement. Template analysis, a stepwise type of thematic analysis, was applied to analyze the data. Five main themes resembling quality culture constituents to continuous educational improvement were identified: (1) fostering an open systems perspective, (2) involving stakeholders in educational (re)design, (3) valuing teaching and learning, (4) navigating between ownership and accountability, and (5) building on integrative leadership to overcome tensions inherent in the first 4 themes. A supportive communication climate (which can be fueled by the organization's leaders) contributes to and is integrated within the first 4 themes. The results call for a shift away from static quality management approaches with an emphasis on control and accountability toward more flexible, development-oriented approaches focusing on the 5 themes of a culture for continuous quality improvement. The study provides new insights in the link between theory and practice of continuous quality improvement. Specifically, in addition to quality management systems and structures, faculty's professional autonomy, collaboration with peers and students, and the valuing of teaching and learning need to be amplified.

THE IMPACT OF ORGANIZATIONAL CULTURE FOR COMPANY'S INNOVATION STRATEGY

The resource-based view recognizes present organizational culture as a key component to its success or failure. It has a direct impact on the innovation strategy of organizations and therefore should be treated as a determinant of the organisation's future. Presently companies should naturally strive to make efforts aiming at the creation of such organizational cultures which would affirm knowledge – cultures characteristic for organisations based on knowledge, that foster engagement of employees, building trust and sharing knowledge. They are most often convergent and mutually complementary and described as: lean culture, learning organization culture, information culture, group-development culture. One type of the organizational cultures indicated as optimal for operating in knowledge-based economy is the quality culture. Concentration on quality is currently a sine qua non-condition for the survival and development of modern organization and at the same time, one of the main tasks of managers. Because of the fact that that instruments are in place but still there is a lack of quality culture in the practical aspects and also common point of view that there is a gap to be filled in the development of appropriate culture for quality, the study provides an initial comparative verification of which stage of evolution towards quality culture is represented by companies from different sectors in Poland. The paper has theoretical-empirical ladder. Its aims are to review existing literature dedicated to organisational quality culture essence, elements, determinants and dimensions. Investigation of the topic in the paper is carried out in the following logical sequence: TQM implementation → Organizational culture → Quality culture → Organizational Quality Culture. The purpose of this paper is to describe components of organisational quality cultures in polish enterprises from different sectors. The methodological tool of the research methods was survey questionnaire, included 20 closed-ended questions – most of them multiple choice. It was decided to research, in the context of quality culture, all enterprises: those operating in production, in services and also mixed enterprises. Based on exploration of empirical data, the condition of quality culture in companies operating in Poland is diagnosed. Paper proves that verified organisations are on their way in the direction to the phase of permanent organisational quality culture creation. The results of the research can be useful for developing the complex model of organizational quality culture constitution. They can also provide managers with valuable suggestions on building stable organizational quality culture.

Performance Management and Quality Culture Reflection towards the Professional Teachers of the ASEAN Economic Community Era

Educational problems are so complex. It spurs so fast and moves dynamically through time and place, and those which are stagnant and rigid will be crushed. What Umar bin Khattab has said, "Educate your son according to his time" indicate that education moves over the times and places that continually change, and it necessitates renewal in all aspects, reinforced by the circumstance that today all information is easily accessed from the virtual world due to technological advances so that innovation becomes imperative. The organizational quality culture cannot be denied. It is last guardian of the continuity of education in addition to continuous improvement on the quality of educators. Otherwise, though not obvious, there will be a substitution of players with tight competition as globalization spreads in every sector. Every society knows that it is the education as a pioneer. Quality is not accidental work. It is sustained by the curriculum and educational system, and most importantly the professionalism of educators, for being the spearhead creators of creative, skilled and innovative resources, because people who truly have expertise (skilled labor) will survive in the ASEAN market, and hopefully Indonesian teachers can be ones

Creating and Sustaining: A Quality Culture

This article focuses on making quality a way of life in organizations. It begins by defining “organizational culture”, explaining its importance and how it develops. The article subsequently defines “quality culture” and describes its core values and beliefs. An eight-step model for creating and sustaining a quality culture in organizations is proposed. Also discussed are numerous strategies for making quality a way of life in organizations based upon literature review, best practices of quality leaders, and successful cultural transformation efforts.

RESEARCH NOTE: AN INVESTIGATION INTO MAINTAINING QUALITY CULTURE IN FOUR- AND FIVE-STAR HOTELS IN THE SOUTH-AGEAN COAST, TURKEY

This study investigates how four- and five-star hotels in the South-Aegean region develop and maintain quality culture. After reviewing previous research on developing and maintaining quality culture in organizations, data were collected via a questionnaire from 31 hotels and analyzed by using correlation and multiregression statistical techniques. The findings of the study indicate that the success of developing and maintaining a quality culture in a hotel depends very much on the existing culture of the hotel and the ability of the management team. It is therefore essential for hotel organizations to possess universal quality culture values and have a professional management team if they are to compete and prosper. Following the total quality management approach can help hotel groups to create and implement these values. However, organizational culture should have appropriate components for a successful total quality management implementation.

Towards TQM for foreign manufacturing firms operating in mainland China

Foreign manufacturing firms operating in mainland China face an adverse operational environment caused by poor quality management staff and the undereducated workforce. The implementation of TQM is particularly difficult in this environment. Based on case studies of 20 TQM firms and practical consultancy experience in mainland China, this paper analyses the difficulties in implementing quality management and offers a number of suggestions for step by step implementation of TQM. As found in our studies, manufacturers may institute the necessary changes in both organizational quality culture and management systems progressively by assessing their unique operational environment and the practical improvements achieved on a continuous basis. Matrix organizations with project teams may provide them with a smoother transition from traditional organizational structure to team based structures in TQM. Those changes in management systems and organizational cultures may be supported by the necessary organizational policies, further instituted and sustained by the adoption of the ISO 9000 quality management system.

A Framework for Organizational Quality Culture

This paper introduces a framework for organizational quality culture, which is needed because of the lack of success associated with various types of quality initiatives and their confusing relationship with effectiveness. Despite the fact that quality has received a great deal of attention in the organizational studies literature, lack of clarity is still typical of the concept. Multiple definitions of quality are prevalent, lack of agreement exists regarding key dimensions, and the relationship between quality and organizational performance remains ambiguous (Ernst and Young, and the American Quality Foundation 1992; Fuchs 1996; Grandzol and Gershon 1997).This paper identifies a framework for organizational quality culture, and examines the framework's legitimacy with empirical analyses. It represents how people define and reflect quality through their actions, decisions, and attitudes. The key objective is to make the concept of quality culture accessible to organizational scholars and to those charged with managing or enhancing organizational quality.

Leadership and the development of quality culture in schools

There is emerging evidence that leadership is an indispensable element in the process of initiating and sustaining the development of a quality culture in organizations. Such leadership is of particular importance to schools, where cultural, political and organizational factors make the management of quality problematic. For leaders to make decisions about the development of quality culture within their schools they require a thorough understanding of the theoretical basis of current approaches to quality management in education. In an effort to contribute to this theoretical understanding, considers the paradigm of total quality management (TQM) as a broad philosophy for the development of quality culture in schools. Describes how TQM is being identified increasingly as a viable paradigm for the development of a quality culture in school education and has been the focus for improvement efforts in individual schools internationally and in school districts, particularly in the USA.

Quality management through visionary leadership

States that the importance of leadership in fostering a quality culture in organizations is widely acknowledged. However, research on leadership can be conducted at multiple levels of analysis. This has resulted in the complexity, diversity and ambiguity of information that typifies the leadership task. Identifies the visionary transformer leader as the requisite leadership type for achieving success through quality‐led strategic change. In the context of illustrations drawn from organizational experience of the past decade, and using Ansoff’s growth vector as an underpinner, discusses how visionary transformer leaders use quality management strategy to secure the future of their organizations.