Soft Quality Management Research Articles

The Mediating Role of Hard Quality Management in the Relationship Between Soft Quality Management and Innovation Performance

Purpose - Hard and soft quality management are known as two important dimensions of total quality management (TQM) that can improve the performance of manufacturing and service organizations. The paper aims to examine the effect of soft quality management (soft QM) on innovation performance (IP) with the mediating role of hard quality management (hard QM). Design/Methodology - A questionnaire was designed for the model test and distributed among 130 small and medium-sized enterprises (SMEs) in Golpayegan industrial town located in Iran. PLS-SEM was used to analyze the data.Findings - The results showed that soft QM affects hard QM and IP. Also, the impact of hard QM on IP was confirmed. The mediating role of hard QM in the relationship between soft QM and IP was also confirmed.Practical Implications - The findings of this research encourage managers of SMEs to focus attention on hard and soft QM simultaneously to improve innovation performance in companies.

Quality management practices enhance the legitimacy of organizations through improved performance: a perspective from oil processing industries

PurposeQuality management practices (QMP) have stood as one of the critical strategic differentiators for enhancing firm performance. The production and manufacturing industry is the main driving force of economic growth and social development for any developed or developing country. This study aims to focus on two primary dimensions of QMP: soft quality management practices (SQMP) and hard quality management practices (HQMP) from the socio-technical system perspectives. Based on institutional theory perspectives, the study explores the impact of SQMP and HQMP on quality performance (QP), innovation performance (IVP) and financial performance (FP) in Indian oil processing organizations.Design/methodology/approachA proposed research model is validated using 289 cross-sectional survey data collected from the senior officials of oil processing firms in India. Covariance-based structural equation modeling is used to verify the proposed theoretical model.FindingsSQMP, directly and indirectly, influenced QP and IVP while only indirectly to FP mediated through QP. HQMP directly impacted only QP while indirectly to IVP and FP mediated through QP.Research limitations/implicationsImpact of organizational legitimacy in proper utilization or application of QMP in achieving the firm sustainable growth. The future study may address the following Research Question (RQ) also: How do QMP enhance the legitimacy of organizations operating in the oil processing industries? Are there specific mechanisms or pathways through which improved performance contributes to enhanced organizational legitimacy? How does legitimacy impact the success and sustainability of organizations, particularly, within the context of the oil processing industries? Are there regulatory requirements or industry certifications that organizations must adhere to in order to maintain legitimacy?Practical implicationsSimilarly, manufacturing firms establish QMP of interaction and maintaining relationships with all the stakeholders, total employee empowerment and involvement, workforce commitment and workforce management, helping to control their reputations and maintain legitimacy (Li et al., 2023). Similarly, in the health industry, the health management information system (HMIS), which uses the DHIS2 platform, establishes that isomorphism legitimizes data QMP among health practitioners and, subsequently, data quality. Further, it was concluded that mimetic isomorphism led to moral and pragmatic legitimacy. In contrast, normative isomorphism led to cognitive legitimacy within the HMIS structure and helped to attain the correctness and timeliness of the data and reports, respectively (Msendema et al., 2023). Quality, flexibility and efficiency of Big Data Analytics through better storage, speed and significance can optimize the operational performance of a manufacturing firm (Verma et al., 2023).Social implicationsThe study provides the academician with the different dimensions of QMP. The study demonstrates how a firm develops multiple performance capabilities through proper QMP. Also, it shows how vital behavioral and managerial perspectives are to QMP and statistically solid tools and techniques. The study draws their importance to risk factors involved in the firms. Since the SQMP play a vital role, thus, emphasis on the behavioral dimension of quality requires more investigation and is in line with hard technological advancements in the quality field.Originality/valueThe study of the impact of HQMP and SQMP on performance is still not established. There are inconsistencies in the findings. The study of the impact of HQMP and SQMP in oil processing industries has not dealt with before. The effects of HQMP and SQMP on the firm’s FP have least been dealt. In context to the intended influence of QM implementation, QP has not been examined as a potential mediator between FP. Research carried out in the past is limited to American and European countries. However, a limited study was done in Asia, and no study has been conducted in the Indian context.

The influence of soft and hard quality management practices on quality improvement and performance in UAE higher education

The present research examines the debated relationship between quality management and innovation using a multidimensional quality management perspective. The quality performance that is supposed to result from the adoption of quality management is investigated further as a possible mediator between quality management and innovation in the higher education sector. The data needed to test the hypotheses was gathered by sending a survey via the internet to the faculty members at universities in the United Arab Emirates. Applying the approach of structural equation modelling with partial least squares, the hypothesised associations between 175 respondents are evaluated. According to the findings, implementing rigorous quality management has a direct as well as indirect impact on innovation performance via its impact on quality performance. The impacts of soft quality management on hard quality management have indirect consequences on innovation performance. The association between rigorous quality management and innovation performance is moderated in part by quality performance. This study provides one of the initial studies to apply the multidimensional method of quality management in higher education and has the potential to assist directors in better comprehending the interdependencies between soft and hard quality practices.

Mediating effect of organisational learning and moderating role of organisational culture on the relationship between total quality management and innovation among manufacturing companies in Nigeria

The study examines the impact of total quality management (TQM) practices on innovation, with a mediating effect of the moderating role of organisational learning and organisational culture among Nigeria's manufacturing companies. Similarly, the study applied a survey instrument tof 459 manufacturing companies in Lagos, Ogun, and Osun states, Nigeria. The Partial Least Squares (PLS3) path modelling approach was applied to test the conceptual model. The result shows that soft and hard TQM practices are positively and significantly associated with innovation among Nigeria's manufacturing companies. Similarly, organisational learning mediated the relationship between soft and hard TQM practices and organisational innovation. Finally, the results indicate that organisational culture has a negative and insignificant moderating effect on the relationship between soft quality management practices and innovation. However, the findings reported a positive and significant moderating relationship between hard TQM practices and manufacturing companies innovation in Nigeria. The study concludes that soft and hard TQM practices are essential determinants of innovation based on the findings. The study's major contribution is to understand better the mediating effect of organisational learning and the moderating role of organisational culture in the relationship between TQM practices and innovation, which have not been jointly investigated before.

Improve Organizational Performance by Implementing the Dimensions of Total Quality Management with Respect to the Mediating Role of Organizational Innovation Capability

Abstract The results of the research show that the implementation of total quality management can improve processes and public participation in doing the best work in the organization, which in turn can increase market share, increase profits, increase product sales, reduce Waste and rework have a positive effect. The purpose of this study was to investigate the effect of total quality management on organizational performance with respect to the mediating role of organizational innovation capability in Iran Khodro Company. The present study was applied based on the purpose and survey-correlational in terms of data collection. Accordingly, after studying the theoretical foundations and research background in the field of total quality management, organizational performance and organizational innovation capability, effective dimensions were identified and introduced in the form of a conceptual model. The statistical sample of this research consisted of 222 middle managers of Iran Khodro Company’s headquarters. A researcher-made questionnaire was used to collect research data, the validity and reliability of which were confirmed. In order to fit the conceptual model of the research and test the research hypotheses, the structural equation modeling method was used in Smart PLS software. The results of testing research hypotheses showed that the dimensions of total quality management (hard quality management and soft quality management) have a positive and significant effect on organizational performance and organizational innovation capability. Organizational, the organizational innovation capability variable has an influential mediating role.

Soft quality management practices and product innovation ambidexterity: the mediating role of market orientation ambidexterity

PurposeThis study empirically analyzes the direct impacts of soft quality management practices (SQMP) and market orientation ambidexterity (MOA) on product innovation ambidexterity (PIA). It also examines the mediating role of MOA in the relationship between SQMP and PIA.Design/methodology/approachFollowing a quantitative research methodology, a well-structured questionnaire is used to collect data from 130 Moroccan certified ISO 9001 firms. The conceptual framework of the study was tested using partial least squares structural equation modeling.FindingsThe results show that SQMP have no significant association with PIA while they positively and significantly impact MOA. The study also revealed that MOA has a positive and significant impact on PIA and fully mediates the relationship between SQMP and PIA.Research limitations/implicationsDue to the conceptualization of MOA and PIA as combined ambidexterity, the results of the study might be different in the case of balanced ambidexterity.Practical implicationsTo achieve PIA, managers need to be aware that implementing SQMP, while important, is not enough. They must invest sufficient resources to properly implement these practices to support MOA. Consequently, MOA will lead their organization to PIA by establishing the significant impact of SQMP on PIA.Originality/valueRegardless of the abundant literature on the relationship between quality management (QM) practices and innovation, this study is among the first to examine the impact of SQMP on PIA. Using MOA as a mediator can give a meaningful answer to the indecisive empirical results of the impact of QM on innovation. Furthermore, this research contributes to the scarce literature on relevant studies conducted in developing countries.

How quality management can enhance performance? A model of relationships mediated by innovation

The aim of this study is to analyse how soft and hard quality management (QM) practices enhance incremental and radical product and process innovation, and operational and financial results, and the paths from QM to financial results via innovation and operational results. The paper examines these relationships applying Partial Least Squares (PLS) and using data from 105 firms. The results show that soft QM is associated with hard practices, with incremental and radical product and process innovation, and with operational and financial results, but hard issues have no positive association with innovation, nor with operational and financial results. The results also show the path from soft QM to: (a) operational results via innovation, and (b) financial results via innovation, via operational results, and via both innovation and operational results. This study adds to the literature the mediating role of both innovation and operational results on the relationships between soft QM and financial results. It contributes to practitioners by showing the importance of both innovation and operational results to strength the association between QM and financial results, and the different paths from QM to financial results.

The impact of quality management practices on innovation: an empirical research study of Brazilian manufacturing companies

PurposeThe aim of this study is to investigate the effects of soft and hard quality management (QM) practices on innovation performance, considering innovation practices as a contextual variable mediating this relationship.Design/methodology/approachUsing data from 132 Brazilian manufacturing companies, partial least square–structural equation modeling (PLS–SEM) is employed to test if soft and hard QM practices, directly, affect innovation practices and, indirectly, innovation performance. This investigation also aims to identify whether the relationships are maintained regardless of the size of the company.FindingsThe results suggest that soft QM has a positive effect on hard QM. However, only soft QM, not hard QM, has a significant effect on innovation practices. Additionally, soft QM has a significant positive effect on innovation performance through innovation practices. Company size does not influence the relationships.Practical implicationsThe findings can help managers to adjust their managerial practices to enhance the effective impact of QM on innovation performance.Originality/valueThe previous literature presents conflicting results on the relationship between QM and innovation performance. Most studies have proposed a direct relationship between both constructs. This study considers innovation practices as a mediator in this relationship. Furthermore, this paper adds to the scarce literature reporting related studies conducted in developing countries.

The relationship between soft and hard quality management practices, innovation and organizational performance in higher education

PurposeThis study aims to empirically investigate the effects of both soft and hard quality management (QM) on innovation and organizational performance. It also examines the mediating role of hard QM, administrative innovation and technical innovation on the relationship between soft QM and organizational performance in higher education (HE).Design/methodology/approachThe approach of this study is quantitative. The data used to test the hypotheses were obtained through online questionnaire sent to the academic staff of public universities in Naples (Italy). The hypothesized relationships are tested with data collected from 356 respondents by using the partial least squares structural equation modeling technique (PLS-SEM).FindingsThe results show that quality practices improve innovation and organizational performance, while innovation positively impacts organizational performance. The findings also indicate that soft QM affects organizational performance directly and indirectly through hard QM. Hard QM and innovation show a partial sequential mediating effect on soft QM-performance relationshipPractical implicationsIn order to implement quality management properly in HE, directors need to recognize the different roles that soft and hard QM can have on innovation and organizational performance. It is important that higher education institutions (HEIs) allocate resources to establish both types of QM practices to achieve the effectiveness of the whole QM system.Originality/valueDespite the existence of numerous studies on the relationship between QM, innovation and organizational performance in manufacturing and services, studies conducted in higher education are still few. This is one of the earliest studies that adopt the multidimensional approach of QM in HE which could help directors understand the interdependencies and different roles of soft and hard quality practices.

Business process innovation on quality and supply chains

PurposeThe purpose of this paper is to assess the role of business process innovation on the relationship between social quality management (SQM) and supply chain performance. To address this issue, this paper distinguishes SQM from soft quality management. This paper further refines the impact of two levels of business process innovation (radical vs incremental) on this relationship.Design/methodology/approachData were collected through a survey of manufacturing firms throughout the USA. Hierarchical moderated regression analyses were performed in order to examine the hypotheses.FindingsThis study confirmed the positive association between SQM and supply chain performance. While the results confirm a positive moderating relationship with incremental business process innovation between SQM and supply chain performance, radical process innovation was found to have a negative moderating role on this relationship.Originality/valueThis paper distinguishes SQM from soft quality management thus making it easier to determine which aspects of soft quality management enhance supply chain performance. This study also provides evidence of the differing ways in which business process innovation moderates the relationship between SQM and supply chain performance specifically identifying the positive and negative moderating role of incremental and radical business process innovations.

The impact of hard and soft quality management and proactive behaviour in determining innovation performance

The extant literature has reported mixed results on the relationship between Quality Management (QM) practices and innovation performance. Most of the studies carried out to date have proposed a direct relationship between QM and innovation, while neglecting the potential variables that may influence this relationship. In order to advance in this line of research, this paper develops a model of relationships between QM, understood as a multidimensional construct (hard QM and soft QM), and innovation performance (product and process innovation), which examines the mediator role of employee proactive behaviour in these relationships. The proposed model is examined using empirical data from ISO 9001 certified firms in high technology manufacturing and service sectors. The findings from structural equation modelling show the direct influence of the hard QM dimension on product and process innovation, while the effects of the soft QM dimension are channelled via proactive behaviour. The conclusions of the present study highlight the facilitating role of QM practices and proactivity for innovation.

Quality Management, Green Practice and Enterprise Performance

Based on the questionnaire of 403 data samples from 13 countries in the world, we used structural equation model to study the relationship between soft quality management, hard quality management, green practice and firm performance. Our study showed that soft QM only positively influences external green practice (GP) but has no effect on internal green practice (GP); while hard QM can effectively promote the implementation of green practice, both internal and external. We also found strong relationship between environmental performance and economic performance, which is consistent with previous literature findings.

The impact of organizational context on hard and soft quality management and innovation performance

There are conflicting arguments about the relationship between quality management (QM) and innovation. Few studies have considered the role of organization context in influencing QM for innovation achievement. Taking a multi-dimensional view of QM, this study develops a research framework that examines relationships among organization contextual factors (centralization of authority and integration between functions), two dimensions of QM (hard QM and soft QM), and innovation performance (speed of new product introduction and product innovativeness). Survey data were collected from 238 plants in three industries across eight countries, and structural equation modeling was used to test the framework. Our results indicate that two QM dimensions respectively mediate the effect of contextual factors on innovation performance. Hard QM directly influences speed of new product introduction, while soft QM directly influences product innovativeness. Centralization of authority facilitates hard QM but impedes soft QM, while a high level of integration between functions is favorable to both hard QM and soft QM. A decentralized structure combined with strong integration between functions is beneficial for fostering product innovativeness through soft QM. Some other managerial implications are discussed in this study as well.

The impact of hard and soft quality management on quality and innovation performance: An empirical study

This study examines the conflicting relationship between quality management (QM) and innovation on a global basis using a multidimensional view of QM. QM is divided into two dimensions: hard QM and soft QM. Quality performance as an intended consequence of QM implementation is also examined as a potential mediator between QM and innovation. A conceptual framework is developed to postulate causal linkages between soft/hard QM, quality performance, and innovation performance. Data collected from 283 plants in eight countries and a technique of structural equation modeling are used to test this framework. The results indicate different paths to innovation from different dimensions of QM. Hard QM affects innovation performance directly and indirectly through its effect on quality performance. Soft QM has indirect effect on innovation performance through its effect on hard QM. This means that quality performance depends directly on hard QM which can be promoted by soft QM. Quality performance shows a partial mediating effect on the relationship between hard QM and innovation performance. Quality and innovation are not a matter of trade-off, but they can coexist in a cumulative improvement model with quality as a foundation. Firms have no need to abandon QM endeavor to achieve innovation. Instead, they should devote continuous efforts to maintain a solid quality system in place integrating a set of QM practices and corresponding performance measures. Managers are advised to emphasize on quality control tools and techniques and use teamwork, training, employee empowerment and problem-solving approaches as an underlying support.

The Influence of Soft and Hard Quality Management Practices on Performance

The aim of this study is to examine the relationship between the practices of soft quality management and hard quality management, and to investigate the direct and indirect effects of soft and hard quality management on firm performance. The paper proposes several hypotheses relating to the relationship between soft quality management factors, hard quality management and performance. To test these hypotheses, the paper uses a sample of 255 electrical and electronics firms from Malaysia as the data source, and structural equation modeling (SEM) as the statistical tool. The findings show that soft quality management factors have a positive influence on hard quality management; hard quality management has a direct effect on performance and soft quality management factors have direct and indirect effects on performance. Consequently, hard quality management acts as a mediating variable between soft quality management factors and performance.

An investigation of the hard and soft quality management factors of Australian SMEs and their association with firm performance

PurposeThe purpose of this paper is to investigate the key “hard” and “soft” quality management factors used by Australian small and medium enterprises (SMEs) and their association with organisational performance.Design/methodology/approachA survey questionnaire was constructed for this research using Powell's quality management framework. The respondents were required to indicate their degree of implementation of quality management practices and to rate their TQM performance in relation to overall performance, return on assets, market share and customer satisfaction.FindingsThe study found that improved overall performance appears to be favourably influenced by a combination of “hard” TQM factors such as benchmarking and quality measurement, continuous improvement, and efficiency improvement; and the “soft” TQM factors consisting of top management philosophy and supplier support, employee training and increased interaction with employees and customers. Furthermore, the TQM factors of employee training, efficiency improvement, and employee and customer involvement would appear to be important in maintaining customer satisfaction, whilst employee and customer involvement also appeared to be important in maintaining a competitive edge in terms of return on assets.Originality/valueThe findings show that it is necessary to focus on a combination of soft or behavioural aspects and the hard “systems‐oriented” aspects of QM to achieve an improvement in overall performance, and that to maintain customer satisfaction and return on assets it is just as important to focus on employee involvement and training, as it is to have a customer focus.