Abstract:
This study explored the relationship between organizational culture, total quality management (TQM) , and performance in auto parts manufacturing companies in Isfahan, Iran. The study was a correlational survey following applied purposes. The statistical population included all members in such sections as management, quality control, sales, research and development, and human resources of 21 auto parts manufacturers found in Isfahan, Iran. A total number of 95 questionnaires were distributed, and based on the Morgan table, 76 individuals were selected as the participants in this research. The questionnaire consisted of 66 questions measuring the research variables although it did not record demographic information. To investigate the hypotheses of the research, inferential statistics procedures were processed in Smart-PLS software. The results of data analysis revealed that the culture dominating these industrial units was characterized by “adhocracy culture” and “clan culture”, as a result of which the companies prioritized flexibility over control. Among the TQM dimensions, “activity focus” showed the highest degree of development, whereas “customer focus” was the least developed factor. Furthermore, the results obtained from the structural equation model demonstrated that TQM mediated the relationship between organizational culture and performance, while TQM had a significant relationship with performance, and the overall power of organizational culture left a positive effect on performance.
Machine summary:
Investigating the Relationship between Organizational Culture, Total Quality Management and Performance Mahtab Harooni 1 Saeed Razeghi 2 This study explored the relationship between organizational culture, total quality management (TQM), and performance in auto parts manufacturing companies in Isfahan, Iran.
Keywords Organizational culture; Total Quality Management (TQM); Performance Received: 15/11/2019 Accepted: 25/09/2020 1.
The present study uses Cameron and Quinn’s (2005) framework to identify organizational culture in the organizations under investigation, and employs Malcolm Baldrige National Quality Award to evaluate six categories of TQM and organizational performance.
Enhancing the quality of products through an excellent implementation of TQM is an overriding issue for auto parts manufacturing companies; the study, focusing on the literature, seeks to figure out how gaining awareness of the outlines of organizational culture could affect the success of implementing the TQM system.
169-181 HarooniINVESTIGATING THE RELATIONSHIP BETWEEN ORGANIZATIONAL As Figure 2 clarifies, the dominating culture in the auto part manufacturers was characterized by “adhocracy culture” and “clan culture”; among the TQM dimensions, “customer focus”, with a factor load value of 0.
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