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Exploring the role of organizational learning activities in the quality management context

Exploring the role of organizational learning activities in the quality management context PurposeThe purpose of this paper is to investigate the relationships between three quality management (QM) practices, leadership, people focus, and process management practices and organizational learning (OL) activities and business performance in Korean manufacturing businesses.Design/methodology/approachThe study draws on 204 responses to a survey of Korean manufacturing companies listed on the Korea Composite Stock Price Index to test nine hypotheses with structural equation modeling (SEM).FindingsThe results from SEM show that leadership practices have a significant effect on people focus and process management practices, and that the three QM practices jointly influence OL. However, leadership, people focus, and process management practices do not have direct associations with business performance, but rather show statistically influence only via OL activities. The findings verify that OL has a mediating role in QM practices and business performance as a crucial resource that determines a firm’s competitive advantage.Originality/valueAn important implication of this study’s findings for managers or QM professionals is that learning takes place at multiple levels and is a crucial resource that determines a firm’s competitive advantage, bridging quality and business outcomes. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Exploring the role of organizational learning activities in the quality management context

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0143-7739
DOI
10.1108/LODJ-11-2015-0259
Publisher site
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Abstract

PurposeThe purpose of this paper is to investigate the relationships between three quality management (QM) practices, leadership, people focus, and process management practices and organizational learning (OL) activities and business performance in Korean manufacturing businesses.Design/methodology/approachThe study draws on 204 responses to a survey of Korean manufacturing companies listed on the Korea Composite Stock Price Index to test nine hypotheses with structural equation modeling (SEM).FindingsThe results from SEM show that leadership practices have a significant effect on people focus and process management practices, and that the three QM practices jointly influence OL. However, leadership, people focus, and process management practices do not have direct associations with business performance, but rather show statistically influence only via OL activities. The findings verify that OL has a mediating role in QM practices and business performance as a crucial resource that determines a firm’s competitive advantage.Originality/valueAn important implication of this study’s findings for managers or QM professionals is that learning takes place at multiple levels and is a crucial resource that determines a firm’s competitive advantage, bridging quality and business outcomes.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: May 2, 2017

References

  • Total quality management: a literature review and an agenda for future research
  • A theory of quality management underlying the Deming management method
  • A path analytic model of a theory of quality management underlying the Deming management method: preliminary empirical finding
  • On the evaluation of structural equation models
  • Firm resources and sustained competitive advantage
  • Exploitation, exploration, and process management: the productivity dilemma revisited