An analysis of the influence of organisational culture on TQM implementation in an era of global marketing: The mediating role of individual readiness for change

Abstract

This study investigates the mediating role of Individual Readiness for Change (IRFC) in the relationship between Organisational Culture (OC) and Total Quality Management (TQM) implementation. Despite the substantial body of literature examining the influence of OC on TQM implementation, there has been limited research investigating the mechanics of the link between OC and TQM implementation. In particular, an extensive review of the literature revealed that a contribution to knowledge would be derived from the investigation of the role of IRFC as one possible mechanism through which an organisation‘s culture comes to have an impact on TQM implementation. However, there is a gap in the TQM literature in not investigating the mediating role of IRFC on the relationship between OC and TQM implementation. The aim of this research study is to examine the influence of OC on TQM implementation and the mediating role of IRFC in the OC-TQM implementation relationship in Syrian Manufacturing Organisations (SMOs). The research methodology began with conducting a systematic review of the relevant literature, which led to the development of a theoretical framework. In the present study, an integrative framework was developed to combine the direct effect of OC on TQM implementation and the mediating role of IRFC in the OC-TQM relationship within a single framework. To validate this framework, empirical research was conducted. The empirical study was carried out in a new cultural context: Syria, and more specifically amongst SMOs. Following a hypothetico- deductive approach, primary data was collected through questionnaires from 350 middle managers in SMOs. The findings of this study indicate that the characteristics and values of group culture and adhocracy culture positively affect the implementation of TQM, however, IRFC was found to act as a mediator and possible mechanism to attenuate these positive relationships. This in turn highlights the critical role of IRFC in the formation of OC-TQM implementation link. Therefore, this study provides a refined and deeper understanding of the relationships between OC types and TQM implementation. With an improved comprehension of the relationship between OC and TQM, organisational leaders and managers can implement TQM more effectively and efficiently in their organisations. Consequently, this would assist SMOs in achieving higher levels of global marketing effectiveness. This research contributes to knowledge in several ways. Most importantly, it extends the existing literature on the link between OC and TQM implementation. Unlike previous studies about the direct influence of OC on TQM implementation, this research is one of the few empirical studies that examine the mediating role of IRFC as one of the mechanisms through which an organisation‘s culture comes to have an impact on TQM implementation. This research makes a further innovative contribution by providing empirical evidence leading to advancement of the understanding of the relationship between all four OC types of the Competing Values Framework (CVF) and IRFC. Furthermore, this research study adds value via its contextual originality. It is believed that this study is one of the few studies that examine the Syrian cultural context empirically. Hence, it contributes to the scarce body of literature on the relationship between OC, IRFC, and TQM implementation specifically in developing countries.