تأثیر فرهنگ سازمانی بر مدیریت کیفیت جامع
ترجمه نشده

تأثیر فرهنگ سازمانی بر مدیریت کیفیت جامع

عنوان فارسی مقاله: تأثیر فرهنگ سازمانی بر مدیریت کیفیت جامع در شرکتهای کوچک و متوسط در نیجریه
عنوان انگلیسی مقاله: The impact of organizational culture on total quality management in SMEs in Nigeria
مجله/کنفرانس: هلیون – Heliyon
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت کسب و کار، مدیریت عملکرد
کلمات کلیدی فارسی: کسب و کار، مدیریت کیفیت جامع، فرهنگ سازمانی، عملکرد شرکتهای کوچک و متوسط، نیجریه
کلمات کلیدی انگلیسی: Business، Total quality management، Organizational culture، SMEs’ performance، Nigeria
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus – Master Journals List
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.heliyon.2019.e02293
دانشگاه: Business Studies Department, Landmark University, Nigeria
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 1.646 در سال 2019
شاخص H_index: 11 در سال 2020
شاخص SJR: 0.420 در سال 2019
شناسه ISSN: 2405-8440
شاخص Quartile (چارک): Q1 در سال 2019
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 10
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: ندارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E14510
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


۱٫ Introduction


۲٫ Theoretical background and hypotheses development


۳٫ Methodology


۴٫ Results


۵٫ Discussion and recommendation


۶٫ Conclusion


Declarations


Appendix A. Supplementary data


References

نمونه متن انگلیسی مقاله

Abstract


The goal of this exploration is to observationally test the connection between total quality management and SMEs’ performance. Specifically, it looks at whether organizational culture (OC) has an interceding impact on the TQMSMEs performance relationship. Established on the literature review of TQM, OC and SMEs performance, the theoretical model for this investigation was formed. A self-controlled survey was utilized to gather information from the SMEs owners-managers in the South-western region of Nigeria. In determining the relationship, SEM-PLS 3.0 was utilized. Measurable results add to the literature by showing a positive direct impact of TQM and OC on SMEs’ performance, and a critical and positive aberrant impact of TQM on SMEs’ performance through OC. The quantitative cross-sectional research configuration explored an example of assembling SMEs. Subjective methods or a contextual investigation approach for additional data examination could be utilized for subsequent research. The results of this exploration give awareness into SMEs’ owners-managers in the present unique manufacturing setting, concentrating on TQM as an instrument for improving their performance. The outcomes can help SMEs by giving direction with regards to the OC, on account of its impact on the effective execution of TQM, in this way improving the dimension of performance. The examination expands the TQM literature with an extensive comprehension of TQM from the point of view of SMEs in Nigeria. It fills the void in observational examinations that research the joint impact of TQM and OC on SMEs’ performance.


Introduction


By means of the swift development of the international economy, companies are confronting expanding pressure to accomplish and keep up functional distinction to advance their general performance and competitiveness (Gherardini et al., 2017; Kirkham et al., 2014). Internationally, organization, additionally, consistently encounter a changing in organizational culture, competitive market, with an expanded spotlight on progress in efficiency, quality, consumer loyalty, innovation in high-tech, political and fiscal unpredictability (Gadenne and Sharma, 2009; Maheshwari and Vohra, 2015). More than at any other time, organizations today can never again depend on their present business forms in an exceedingly competitive marketplace (Dubey and Gunasekaran, 2015; Ibidunni et al., 2017). They need to embrace and put into action new operation management performs, in order to continue to exits, which have been successful over the years (Zakuan et al., 2010). A standout amongst the most well-known types of contemporary operations management practice is Total Quality Management (TQM), which has gained widespread attention from both industry and academics over the last two decades Sinha (Haffar et al., 2017; Jimoh et al., 2019; Panuwatwanich and Nguyen, 2017; Salas-Arbelaez et al., 2017; Sinha and Dhall, 2018). TQM is an integrative firm-wide management philosophy aimed at continuously improving the quality of the processes, products and services by focusing on meeting or exceeding customer expectations to enhance customer satisfaction and organizational performance (Baird et al., 2011; García-Bernal and Ramírez-Aleson, 2015  ; Sadikoglu and Olcay, 2014).

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