write chapter 1 for thesis from following paper. Theoretically, Barney (1991) developed the resource-based view (RBV) theory to focus on internal capabilities that can help companies enhance performance and gain competitive advantages over competitors. As intangible resources that can differentiate companies in the competitive market, TQM, organisational excellence and EO are important internal factors for any organisation. 2.1 Organisational performance The success of any organisations depends on organisational performance which refers to the ability to effectively implement strategies to achieve institutional objectives (Randeree and Al BIJ Youha, 2009). Many variables constitute organisational variables, such as outcomes whether financial or non-financial, efficiency and effectiveness (Boyatzis and Ratti, 2009; Ryan et al., 2009). According to Cho and Dansereau (2010), organisational performance refers to the performance of an organisation as compared to its goals and objectives. Additionally, Tomal and Jones (2015) define organisational performance as the actual results or output of an organisation as measured against that organisation’s intended outputs. Moreover, Siddique (2012) found a significant relationship exists between leadership competence and employee performance in various organizations in the United Arab Emirates (UAE). In their contribution to the same field, Bashaer et al. (2016) reviewed the existing literature on determinants that influence organisational performance and developed a framework that could be beneficial for leaders. They found a role of cognitive, emotional and social competencies on leadership competencies that in turn influence both employee and organisational performance. In the following sections, the relationships between the study’s variables and organisational performance will be discussed to develop the proposed hypotheses. 2.2 TQM and organisational performance Depending on the nature of the industry, quality management (QM) tools and procedures may vary from time to time but the underlying concept equally applies to both the manufacturing and service industries (Khan et al., 2016; Humaid et al., 2017). TQM is widely accepted as a prerequisite management philosophy. Talib et al. (2011) revealed that TQM helps companies in various sectors cope with the quick changes in the business environment. Escrig-Tena (2004) acknowledged the international advanced approach of TQM to achieve quality products and services, resulting in strong organisational performance. TQM used to be implemented in the manufacturing sector in the past, but it has now also been widely used in service organizations and the public sector (Fryer et al., 2007). Quality journey is the type of quality service that companies adopt to develop and adapt to changing customer needs (McGregor, 2004). Therefore, owing to the requirement of all parties to work in one direction, an effective quality management programme is not simple (Uluskan et al., 2018). TQM is widely recognised as the process of management that allows companies in various industries to address the rapid changing business environment (Talib et al., 2011). TQM is an important strategy for improving the quality of goods and services; satisfying customers; reducing waste, cost and time and increasing productivity (Fuzi and Gibson, 2013; Oprescu, 2012; Valmohannadi, 2011; Pakdil, 2010; Besterfield et al., 2003; Goetsch and Davis, 2006). TheTQMliterature emphasises on two important issues related to theTQM–performance relationship, according to Khalaf and Salem (2018). The first issue is the differences between manufacturing and service organisations pursuing TQM practices to improve their performance (R€onnb€ack and Witell, 2008). Notably, the implementation of TQM practices in service organisations is not always as effective as that in manufacturing organisations; therefore, studies on TQM in service organisations related to the production context are limited (Psomas et al., 2017). Successful implementation of TQM requires top management commitment, employee engagement and empowerment, customer focus and continuous improvement, organisational-wide training for TQM and increased communication (Tuomi, et al., 2013). That is, most TQM-related empirical studies focus on the manufacturing industry (Demirbag et al., 2006; Abusa and Gibson, 2013) or in certain cases, on a combination of both sectors (Gustafsson et al., 2003). Several studies (Al-Dhaafri et al., 2016a, b; Brah et al., 2000; Hasan and Kerr, 2003; Singh and Sushil, 2013) have examined the relationship amongst service organisations. Hussain et al. (2020) proposed a conceptual framework for investigating empirically the impact of supply chain quality management (SCQM) and Organisational performance associated indicators on organisational performance.
write chapter 1 for thesis from following paper.
Theoretically, Barney (1991) developed the resource-based view (RBV) theory to focus on
internal capabilities that can help companies enhance performance and gain competitive
advantages over competitors. As intangible resources that can differentiate companies in the
competitive market, TQM, organisational excellence and EO are important internal factors
for any organisation.
2.1 Organisational performance
The success of any organisations depends on organisational performance which refers to the
ability to effectively implement strategies to achieve institutional objectives (Randeree and Al
BIJ
Youha, 2009). Many variables constitute organisational variables, such as outcomes whether
financial or non-financial, efficiency and effectiveness (Boyatzis and Ratti, 2009; Ryan et al.,
2009). According to Cho and Dansereau (2010), organisational performance refers to the
performance of an organisation as compared to its goals and objectives. Additionally, Tomal
and Jones (2015) define organisational performance as the actual results or output of an
organisation as measured against that organisation’s intended outputs. Moreover, Siddique
(2012) found a significant relationship exists between leadership competence and employee
performance in various organizations in the United Arab Emirates (UAE).
In their contribution to the same field, Bashaer et al. (2016) reviewed the existing literature
on determinants that influence organisational performance and developed a framework that
could be beneficial for leaders. They found a role of cognitive, emotional and social
competencies on leadership competencies that in turn influence both employee and
organisational performance.
In the following sections, the relationships between the study’s variables and
organisational performance will be discussed to develop the proposed hypotheses.
2.2 TQM and organisational performance
Depending on the nature of the industry,
may vary from time to time but the underlying concept equally applies to both the
manufacturing and service industries (Khan et al., 2016; Humaid et al., 2017). TQM is widely
accepted as a prerequisite management philosophy. Talib et al. (2011) revealed that TQM
helps companies in various sectors cope with the quick changes in the business environment.
Escrig-Tena (2004) acknowledged the international advanced approach of TQM to achieve
quality products and services, resulting in strong organisational performance. TQM used to
be implemented in the manufacturing sector in the past, but it has now also been widely used
in service organizations and the public sector (Fryer et al., 2007).
Quality journey is the type of quality service that companies adopt to develop and adapt to
changing customer needs (McGregor, 2004). Therefore, owing to the requirement of all parties
to work in one direction, an effective quality management programme is not simple (Uluskan
et al., 2018). TQM is widely recognised as the process of management that allows companies
in various industries to address the rapid changing business environment (Talib et al., 2011).
TQM is an important strategy for improving the quality of goods and services; satisfying
customers; reducing waste, cost and time and increasing productivity (Fuzi and Gibson, 2013;
Oprescu, 2012; Valmohannadi, 2011; Pakdil, 2010; Besterfield et al., 2003; Goetsch and
Davis, 2006).
TheTQMliterature emphasises on two important issues related to theTQM–performance
relationship, according to Khalaf and Salem (2018). The first issue is the differences between
manufacturing and service organisations pursuing TQM practices to improve their
performance (R€onnb€ack and Witell, 2008). Notably, the implementation of TQM practices
in service organisations is not always as effective as that in manufacturing organisations;
therefore, studies on TQM in service organisations related to the production context are
limited (Psomas et al., 2017). Successful implementation of TQM requires top management
commitment, employee engagement and empowerment, customer focus and continuous
improvement, organisational-wide training for TQM and increased communication (Tuomi,
et al., 2013).
That is, most TQM-related empirical studies focus on the manufacturing industry
(Demirbag et al., 2006; Abusa and Gibson, 2013) or in certain cases, on a combination of both
sectors (Gustafsson et al., 2003). Several studies (Al-Dhaafri et al., 2016a, b; Brah et al., 2000;
Hasan and Kerr, 2003; Singh and Sushil, 2013) have examined the relationship amongst
service organisations. Hussain et al. (2020) proposed a conceptual framework for
investigating empirically the impact of
Organisational
performance
associated indicators on organisational performance.
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