外文文献翻译全面质量管理中业务创新的作用

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2024年7月13日发(作者：)

外文文献翻译 原文+译文

文献出处：Mak S. The role of business innovativeness in total quality

management[J]. European Journal of Operational Research, 2017:

88-101.

原文

The role of business innovativeness in total quality management

Mak S

Introduction

It is widely recognised in the literature that firms adopting a

quality-oriented strategy have achieved higher overall performance

(Fuentes-Fuentes, Lloréns-Montes, and Albacete-Sáez 2007;

Vanichchinchai and Igel 2011). However, some researchers have argued

that total quality management (TQM) efforts alone are not sufficient for

improving firms’ performance in general, and their financial performance

in particular (Zhang, Linderman, and Schroeder 2012). In this vein,

researchers began to recognise that the relationship between TQM and

firms’ financial performance is contingent on other organisational factors

(Hung et al. 2011). For example, there is growing consensus among

researchers regarding the importance of business innovativeness and

organisational learning capability (OLC) in the achievement of higher

organisational performance in general (Yeung, Lai, and Yee 2007) and

financial performance in particular (Hendricks and Singhal 2000). Also,

the literature indicates that TQM practices enable the creation of an

environment which supports business innovativeness (Martinez-Lorente,

Dewhurst, and Dale 1999; Perdomo-Ortiz, Benito, and Galende 2009)

and improves OLC (Li, Wang, and Liu 2011). However, to date only a

few attempts have been made to analyse the mediating roles of OLC and

business innovativeness in the relationship between TQM and firms’

financial performance. Additionally, although studies have supported the

notion that OLC promotes business innovativeness (Camison and

Villar-Lopez 2011; Hung et al. 2011), which in turn promotes financial

performance, there is little evidence regarding the relationship between

OLC and business innovativeness specifically. Therefore, this paper aims

to investigate the interconnected or interwoven relationships among TQM

practices, OLC, business innovativeness and a firm’s financial

performance to extend the existing research on TQM, organisational

capabilities and innovation by examining the nested interrelationships.

The paper proceeds in the following manner. In the background

section, we present the literature highlighting TQM, OLC and business

innovativeness as the theoretical framework. This is followed by the

hypothesis development section where we develop related arguments

concerning the conceptual model comprising the interrelationships

between TQM, OLC, business innovativeness and financial performance.

The research methodology is then introduced with a detailed explanation

of the measures and sample. The results are then presented with a

thorough description of the empirical analysis, including second-order

confirmatory factor analysis (CFA), measure validity and reliability

analyses using structural equation modelling (SEM). Finally, discussion

and implications are presented along with limitations; the paper

concludes with suggestions for future research.

Background

TQM is a multi-dimensional construct evaluated as a strategic tool

which extends beyond the reconstruction of quality standards, techniques

and instruments; it is considered a systematic model of organisational

behaviour and development (Ho, Duffy, and Shih 2001; Perdomo-Ortiz,

Gonzalez-Benito, and Galende 2006). Indeed, TQM is a system approach

which is an integral part of organisational strategy aimed at

people-focused management featuring participation of all firm members

and a culture of cooperation to create value for all stakeholders through

continuous improvement (Dean and Evans 1994). To assess the degree of

success in implementing TQM, researchers and institutions have

established various quality standards and awards that set a framework to

apply the TQM perspective in practice (Adebanjo 2001). For example,

organisations adopt business excellence models, such as the European

Foundation for Quality Management and Malcolm Baldrige National

Quality Award, for the effective deployment and implementation of TQM

practices (Sampaio, Saraiva, and Monteiro 2012). Although different

researchers have adopted different practices or dimensions of TQM, in

this paper, we undertake six – leadership, strategic planning, customer

focus, information and analysis, people management and process

management – by following the work of Samson and Terziovski (1999),

Kristal, Huang, and Schroeder (2010), and Prajogo and Sohal (2006).

Leadership reflects management’s engagement, commitment and vision

toward creating a quality-oriented and change strategy (Lakshman 2006).

Strategic planning highlights the extent to which the organisation has

comprehensive and structured planning regarding short- and long-term

quality or business process objectives diffused throughout the firm and

supported by both employees and managers (Prajogo and Sohal 2006).

Customer focus is identified as an important element of production and

delivery of products and services that fulfils customers’ existing and

projected needs and expectations (Dean and Evans 1994). Information

and analysis refers to the effective performance measurement system and

active competitive ‘best practice’ analysis among competitors within the

organisational structure (Prajogo and Sohal 2006). People management

indicates the incentive programmes, decentralisation of work decisions

and employee empowerment (Perdomo-Ortiz, Benito, and Galende 2009).

Process management focuses on the standardisation of processes to

guarantee the reliability of planned tasks, resulting in organisational

conformity, reduced ambiguity and decreased error due to repeated

behaviour (Santos-Vijande and álvarez-González 2007).

Although the TQM practices cited have positive relationships with

firm performance (Flynn, Schroeder, and Sakakibara 1995) in general and

firm financial performance in particular (Hendricks and Singhal 2000;

Lee 2002; Mele and Colurcio 2006), some studies have not found any

relationship between these TQM practices and financial performance

(York and Miree 2004). In this respect, since the pioneering study by

Flynn, Schroeder, and Sakakibara (1995), researchers have focused on the

organisational factors enhancing the implementation of TQM for

increased firm performance. For instance, Douglas and Judge (2001)

investigated the direct impact of TQM on firms’ financial performance,

also incorporating organisational structure. Chin and Sofian (2011)

developed a framework that integrates human capital and TQM,

indicating a complementary role of both to enhance a firm’s financial

performance. Concurrently, researchers also suggested that

learning-related practices and routines (e.g. OLC) can provide insights

regarding how TQM contributes to improved financial performance

(Terziovski et al. 2000; Linderman et al. 2004). OLC is defined as the

organisational and managerial characteristics, practices, skills or factors

that facilitate the organisational learning process (e.g. generating,

acquiring, disseminating and integrating information/knowledge) and

allow an organisation to learn (Jerez-Gomez, Cespedes-Lorente, and

Valle-Cabera 2005). According to Jerez-Gomez, Cespedes-Lorente, and

Valle-Cabera (2005), OLC involves four dimensions: managerial

commitment, systems perspective, openness and experimentation, and

knowledge transfer and integration. Managerial commitment indicates the

development of managerial support for and leadership commitment to the

learning process and employee motivation. Systems perspective refers to

bringing the organisation’s members together around a common identity

and a shared vision, interconnecting the activities of employees, and

developing relationships based on the exchange of information and shared

mental models. Openness and experimentation denotes a climate of

accepting new ideas and points of view and allowing individual

knowledge to be constantly renewed, widened and improved through

experimentation. Knowledge transfer and integration refers to the internal

spreading of knowledge through verbal and non-verbal communication

and the information systems.

In addition to OLC, business innovativeness is another critical factor

to elevate the impact of TQM on a firm’s financial performance. Business

innovativeness refers to the creation and capture of new value not

necessarily through product or process development projects (Kenedy

2007) but through the implementation of new methods in business

practices, workplace organisation or external relations, and improvement

and transformation of managerial mind-sets and business models to cope

with changes (Martinez-Lorente, Dewhurst, and Dale 1999; Camison and

Villar-Lopez 2010). As Robson and Kenchatt (2009) argued, business

innovativeness is a wider form of innovation that may exist in

conjunction with product and process innovation but that is an

independent medium through which organizations improve their

competitive advantage. Here, business innovativeness is a system that

takes a more holistic approach to the organisation to bring improvement

to all of its operational areas and to organise the way people are managed

and business is conducted.

Hypothesis development

The relationship between TQM and OLC

We suggest that TQM principles enable firms to capture, interpret,

translate and deploy the knowledge, skills and attitudes of people

throughout the organisation to establish a collective learning capability.

For example, information or knowledge possessed by organisational

members becomes collective or organisational-level knowledge through

TQM practices such as continuous improvement (i.e. cooperation

between organisational members and teamwork) and systems view (i.e.

synthesising organisational knowledge as a whole, shared understanding)

(Linderman et al. 2004). Kristal, Huang, and Schroeder (2010, 905) wrote

that ‘continuous improvement reflects an organisation’s never-ending

learning culture’. Also, firms continuously increase their knowledge

accumulation and learning only if they follow a series of processes as a

cycle: experimentation, reflection, generalisation and corrective action.

Therefore:

The relationship between TQM and business innovativeness

We argue that TQM practices play a leveraging role on business

innovativeness by promoting the active participation of people in the

innovation processes (Miguel and Santiago 2010). Here, people engage in

information and knowledge sharing, and cooperation, to consider

alternative ways to manage tasks, identify outdated perceptions, and

change and implement new business ideas (Luzon and Pasola 2011). Also,

TQM practices create social groups or communities within and around

the organisation that are driven by social bonds. This facilitates the

transformation process of businesses due to complex relationships of

reciprocity and feedback (Trigkas, Papadopoulos, and Karagouni 2012).

Furthermore, TQM practices help firms to understand customers’ needs,

develop new market relationships and bench-mark the business and

customer solutions to customer-related problems. Those activities nurture

the company’s efforts to transform organisational practices, substitute

existing corporate strategies with novel strategies and achieve improved

forms of organisation. Hence, we hypothesise that:

The relationship between OLC and business innovativeness

We contend that OLC supports a firm’s business innovativeness by

increasing employees’ creativity and improving their knowledge

explicitly through its dimensions: acquisition, dissemination and use of

knowledge (Chiva and Alegre 2009). For instance, Hurley and Hult (1998)

and Lemon and Sahota (2004) suggested that when employees/members

of a group are encouraged to learn and to develop new ideas, they will

favour the implementation of new organisational methods and business

models and incorporate new organisational strategies. In addition, internal

spreading of information/knowledge generated internally through

communication and interaction among organisational members/functions,

as well as its interpretation and integration, establishes the appropriate

environment for the collective effort of business innovativeness

(Jerez-Gomez, Cespedes-Lorente, and Valle-Cabera 2005). Next, firms

adopting an OLC approach are better able to sense and exploit external

opportunities and accordingly monitor and collect timely and accurate

information as well as insights and new systems from outside firms so as

to generate or transfer better management techniques and develop new

business styles such as strategic partnerships, mergers or acquisitions

(Alegre et al. 2012). Therefore:

译文

全面质量管理中业务创新的作用

引言

在之前的文献研究中，公司采用质量为本战略能获得更高的整体

绩效已得到广泛认可。然而,一些研究人员认为,全面质量管理(TQM)

本身通常并不足以改善公司业绩,尤其是他们的财务业绩(张、林德曼

和施罗，2012)。在这方面,研究者开始认识到全面质量管理和公司的

财务业绩之间的关系还取决于其他因素(亨 . 2011年)。例如,研究

人员对业务创新和组织学习能力的重要性达成了共识，他们认为其能

提高组织绩效（莱和叶，2007）和财务业绩 (亨德瑞克斯和辛格尔

2000)。同时,文献表明, 全面质量管理实践能创造一个有利的环境来

支持业务创新(马丁内斯，杜赫斯特和戴尔1999;佩尔多莫,贝尼和加

仑，2009)和改善组织学习能力(李、王、刘2011)。然而,到目前为

止，很少有文献尝试分析组织学习能力和业务创新在全面质量管理和

公司财务业绩之间的中介关系。此外,尽管研究支持这样一个观点:

组织学习能力促进业务创新 (卡姆森和维拉尔2011;亨et al.2011

年),反过来推动财务业绩的发展,几乎没有证据证明组织学习能力和

业务创新之间的特殊关系。因此,本文旨在研究全面质量管理实践、

组织学习能力、业务创新和公司的财务业绩之间的相互关联或相互交

织的关系,以此来扩展现有对全面质量管理、组织能力与创新检查相

互关系的研究。

本文以下列方式展开讨论。（完整译文请到百度文库）在背景部

分,我们当前的文献强调“全面质量管理”,组织学习能力和业务创新

作为理论框架。紧随其后的是假设发展部分，我们设定了有关概念模

型相关参数，包括全面质量管理、组织学习能力、业务创新和财务业

绩之间的相互关系。然后通过对对策和样本的解释介绍了详细的研究

方法。在完整描述实证分析后提出了结论,包括二阶验证性因素分析

(CFA), 使用结构方程建模(SEM)测量有效性和可靠性分析。最后,提

出了意义与局限性;以及结论和未来研究的建议。

背景

全面质量管理被称为一个多维结构评估的一种战略工具,超出重

构质量、技术和仪器标准,它被认为是组织行为和发展的系统模型(达

菲,2001;佩尔多莫,冈萨雷斯,和加仑德2006)。事实上,全面质量管

理是一个系统的方法，它是组织战略的一个组成部分,旨在以人为本

的管理，特点是所有公司成员参与和文化融合, 通过持续改进为所有

利益相关者创造价值(埃文斯1994)。为了评估成功实施全面质量管

理的程度,研究人员和机构建立了各种质量标准，并在实践中运用全

面质量管理设置了一个框架 (艾德班，2001)。例如,组织采用业务卓

越模型,如欧洲质量管理的基础和国家优质工程奖，为有效部署和实

施全面质量管理实践 (桑帕约，萨赖瓦，和蒙泰罗2012)。虽然

不同的研究者采用 “全面质量管理” 不同的实践或维度,在本文中,

我们从六个方面进行分析——领导能力，战略规划，顾客导向,信息

和分析,人员管理和流程管理,来自萨姆森和特兹沃克(1999),克里斯

托,黄和施罗德(2010),皮罗(2006)的研究。领导能力反映管理的参与,

质量为本和改变策略的承诺与愿景(曼娜，2006)。战略规划强调组织

全面和结构规划的程度。顾客导向被确定为生产和交付的产品与服务

的一个重要的元素,以满足客户现有和预期的需求和期望(迪恩和埃

文斯，1994)。信息和分析指的是一个有效的性能测量系统和主动竞

争“最佳实践”的分析在组织结构中的竞争对手 。人员管理主要关

注标准化的流程以保证计划任务的可靠性,组织整合，减少由于重复

行为导致的歧义与错误。

尽管全面质量管理实践的引用通常与公司业绩之间存在积极的

的关系(弗林、施罗德1995),尤其是与公司的财务业绩(李亨德瑞和

幸哈2000;李2000;梅莱 2006),一些研究没有发现全面质量管理实

践与财务业绩之间的关系(约克2004)。在这方面,自弗林、施罗德

(1995)的开创性研究以来，为了提高财务绩效，研究人员开始关注组

织因素对全面质量管理实施的强化。例如,道格拉斯和贾奇(2001)认

为全面质量管理直接影响企业的财务业绩，也会影响组织结构。真和

索菲安(2011)开发了这样一个框架,集成了人类资本和“全面质量管

理”,表明两者的互补作用能提高公司的财务业绩。与此同时，研究

人员还指出,与组织学习相关的实践和事务可以为全面质量管理如何

提高财务业绩提供见解。组织学习能力被定义为组织和管理特点、实

践、技能或因素,它是一个促进组织学习的过程(例如产生、获取、传

播和整合信息/知识),并允许组织进行学习。根据郝雷思-戈麦斯2005)

的研究,组织学习能力包括四个维度:管理的投入、系统观点、开放和

试验,知识转移和整合。管理的投入表明领导承诺、激励员工的学习

过程。系统观点是指该组织的成员聚集在一起平等的身份和共同愿景,

相互联系的员工活动, 信息交换和共享心智模式基础上的发展关系。

开放和实验表明接受新想法和观点的氛围,并允许个人知识通过实验

不断更新、扩展和改善。知识转移和整合是指通过语言和非语言沟通

和信息系统来达到内部知识的传播。

除了组织学习能力,业务创新是提升全面质量管理对企业财务业

绩影响的另一个重要因素。业务创新是指新价值的创造和捕获不一定

是通过产品或程序开发项目(卡莱迪，2007年)而是通过商务活动、

工作场所组织或外部关系新方法来实现的，改进或转变管理思维定式

和商业模式来应对变化(马丁内斯，杜赫斯特和戴尔1999;洛佩斯

2010)。罗布森 (2009)认为, 业务创中可能存在产品和工艺创新的结

合，这是一种提高他们竞争优势的更广泛的创新模式，但业务创新是

一个独立的媒介。这里,业务创新是一个系统,它需要一个更全面的方

法来使该组织改善所有的业务领域。

假设发展

全面质量管理与组织学习能力之间的关系

我们提议全面质量管理原则能使企业获取、理解、翻译和调配人

的知识、技能和态度，通过整个组织建立一个集体学习能力。例如, 通

过持续改进全面质量管理实践，信息或知识被组织成员转换成集体或

组织层次知识(即组织成员之间的合作和团队合作)和系统观（即合成

组织作为一个整体,共享的理解)(林德曼. 2004年)。克里斯托,施罗

德(2010，905)写道:“持续改善反映了一个组织永无止境的学习文化。

同时,公司不断增加自己的知识积累和学习只有遵循一系列的循环:

实验、沉思、归纳和纠正动作。

全面质量管理与业务创新之间的关系

我们认为,全面质量管理实践对创新过程中促进人民积极参与业

务创新发挥了杠杆作用(米格尔和圣地亚哥2010)。在这里,人们参与

信息和知识共享、合作,考虑替代管理任务的方法,识别旧的观念,改

变和实现新的经营理念(吕宋岛和巴索罗 2011)。同时,全面质量管理

实践通过社会关系的驱动创建社会群体。这将促进企业的转换过程

(帕多普洛斯2012)。此外,全面质量管理实践帮助公司了解客户的需

要,开发新的市场关系，并作为业务解决客户相关问题。这些活动培

养企业努力去改变组织实践,用新颖的策略取代现有企业战略，最终

实现改进组织形式的目的。

本文标签： 管理组织质量