Gheith, Mohamed (2020) The Impact of Quality Management Practices on Innovation and Organizational Performance in Campania Region Universities. [Tesi di dottorato]

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Item Type: Tesi di dottorato
Resource language: English
Title: The Impact of Quality Management Practices on Innovation and Organizational Performance in Campania Region Universities
Creators:
CreatorsEmail
Gheith, Mohamedmohamed.gheith@unina.it
Date: 9 March 2020
Number of Pages: 194
Institution: Università degli Studi di Napoli Federico II
Department: Economia, Management e Istituzioni
Dottorato: Management
Ciclo di dottorato: 32
Coordinatore del Corso di dottorato:
nomeemail
Mele, Cristinacristina.mele@unina.it
Tutor:
nomeemail
Sciarelli, MauroUNSPECIFIED
Date: 9 March 2020
Number of Pages: 194
Keywords: Soft QM, Hard QM, Innovation, Organizational Performance, Higher Education
Settori scientifico-disciplinari del MIUR: Area 13 - Scienze economiche e statistiche > SECS-P/08 - Economia e gestione delle imprese
Date Deposited: 25 Mar 2020 13:32
Last Modified: 10 Nov 2021 14:05
URI: http://www.fedoa.unina.it/id/eprint/13032

Collection description

Today, the higher education sector is facing challenges from a dynamic environment characterized by rapid technological change and increased demand from the various stakeholders. To cope with these challenges, quality management and innovation are required as they help in improving the overall performance and competitiveness of the organization. However, most of the studies carried out to date on quality management and innovation focus more on the manufacturing sector compared to the service sector in general and higher education in particular. Moreover, prior literature has reported mixed results on the relationship between quality management (QM) practices, innovation, and organizational performance because of the different approaches used in studying QM (Multidimensional or Integrated approach) as well as the opposing arguments about whether the organizations could excel in QM and innovation simultaneously or they should focus on improving one of them at the expense of the other. Following the suggestions of recent studies to extend the research scope to the service sector, this study developed a model to examine the direct and indirect relationships between QM, understood as multidimensional construct (soft QM and hard QM), innovation (administrative innovation and technical innovation) and organizational performance. Innovation as an intended consequence of QM implementation is also examined as a potential mediator between QM practices and organizational performance. The proposed model consists of nine main hypothesized relationships reflecting the direct and indirect relationships between the latent variables. A quantitative approach through questionnaire development has been used for collecting data from faculty members located at different public universities in the city of Naples in Italy. Data collected from 356 staff and faculty members from different departments. A partial least squares structural equation modelling was used to investigate the direct and indirect relationships between the latent variables. The results showed that soft QM affects organizational performance directly and indirectly through hard QM. Soft and hard QM directly impact innovation. Hard QM and innovation show a partial sequential mediating effect on the relationship between soft QM and organizational performance. Based on the results, it can be argued that quality and innovation are not a matter of tradeoff, but they can coexist in a cumulative improvement model with soft QM practices as the foundation. For the proper implementation of QM, directors are advised to emphasize the different roles that soft and hard quality can have on innovation and organizational performance. They should consider QM as a systematic, interdependent, and holistic approach instead of focusing on only one or few QM practices.

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