showing 15 related works from this author
Driving organisational ambidexterity through process management. The key role of cultural change
2013
There is an intense debate in the literature on the impact of process management on innovation, and the division of opinions becomes particularly apparent with regard to radical innovation. Furthermore, organisational ambidexterity, the organisational capability to undertake incremental as well as radical innovation activities, has been underlined as a key source of competitiveness. In this article, we analyse how the cultural divergence driven by process management can affect organisational ambidexterity. Through a survey carried out on a sample of Spanish firms in the furniture and textile sectors, both of which have been drastically hit by competition from Asian firms, we conclude that t…
Does supply chain quality integration guarantee ambidexterity? Contingency and configuration perspectives on their relationships
2020
While researchers have thoroughly investigated the impact of supply chain quality integration (SCQI) on competitive performance, they have paid less attention to its possible effects on a firm’s ca...
Building sustainable contextual ambidexterity through routines: a case study from information technology firms
2020
The purpose of this paper is to explain the role that routines play in achieving sustainable organisational ambidexterity in information technology (IT) firms. Our exploratory analysis of four case studies reveals the key importance of routines in setting the context for sustainable ambidexterity. Companies build up contextual ambidexterity through routines derived from normalization of processes, normalization of skills, and normalization of results. The findings of the study show that routines support IT professionals to decide whether to exploit or explore in each particular case. Firstly, the enabling character of explicit routines as a result of the normalisation of work processes and …
Organizational learning: Proposal of an integrative scale and research instrument
2014
Abstract This study describes the development and validation of an instrument to measure organizational learning. Starting out from a comprehensive analysis of the main organizational learning models in the specialized literature, the organizational learning scale in this study consists of 18 items forming five dimensions: the ontological levels of learning, modes of knowledge conversion, learning sub-processes, types of learning, and feedback and feed-forward flows of learning. A survey to large Spanish companies provides data from 167 companies. Confirmatory factor analysis tests the construct measurement model and validates the scale. The results of the study indicate that the scale sati…
TQM and Innovation: Controversial Issues Surrounding the Impact of Formalization over Radical Innovation
2015
The purpose of this chapter is to better understand the influence of total quality management (TQM) practices on innovation, examining the conflicting issues that surround the impact of process management implementation and the effects of subsequent formalization on radical innovation. We consider several arguments that appear in the literature, as well as empirical research findings on this topic, discussing how TQM can stimulate a context that favors innovation, putting all the experience and competences of the firm at the service of innovation goals, or conversely, considering the potential barriers that process management and formalization can build against radical innovation. An extens…
TQM, innovation and the role of cultural change
2013
PurposeThe purpose of this paper is to better understand the influence of total quality management (TQM) practices on incremental and radical innovation, examining the role of diverse cultural change as a mediator, particularly in firms where ever‐increasing competitive pressure demands a combination of quality and innovation.Design/methodology/approachFrom previous research on the influence of TQM practices on innovation, the paper proposes a model which is tested through a survey carried out on a sample of 72 Spanish firms that have been drastically hit by competition from Asian companies, achieving a 51.42 percent valid return rate.FindingsNone of the sets of TQM practices directly affec…
Driving human resources towards quality and innovation in a highly competitive environment
2013
Purpose – Intense competitive environments demand the combination of quality and innovation. The potential of human resource management practices within the total quality framework for promoting innovation is under debate, particularly in relation to radical innovation. The purpose of this paper is to enhance and extend the analysis of the role of cultural change as a mediator. Design/methodology/approach – The empirical study examines a sample of Spanish firms in highly competitive environments in their search for a combination of quality and innovation. To this end, the investigation includes structural equation analysis through partial least square path modelling. Findings – According t…
El papel de la formalización y la confianza organizacional como antecedentes de ambidestreza: una investigación sobre la industria agroalimentaria or…
2020
This article investigates the influence of specific key organizational factors (i.e., enabling formalization, coercive formalization, and trust) as antecedents of ambidexterity. Moreover, we propose a new way of operationalizing ambidexterity, under a holistic vision, including the synergies between exploration and exploitation. The study has been developed in the Spanish organic agro-food industry; a total of 239 usable responses were received from two respondents from each company—the general manager and the quality manager. The findings show that enabling formalization and organizational trust are positively related to ambidexterity, but contrary to our predictions, we found no evidence …
The Integration of the Supply Chain as a Dynamic Capability for Sustainability: The Case of an Innovative Organic Company
2018
Numerous research projects have demonstrated that a firm’s ability to integrate, build, and reconfigure internal and external competencies to adapt to changes in its environment is a key capability for its competitiveness. However, in the case of developing the capabilities needed to implement innovation, we have found that the ability to integrate knowledge into the supply chain is also crucial since it is an essential requirement for bringing in technological change and product innovation. The purpose of this chapter is to understand the role of supplier integration in the implementation of radical innovation. First, we propose a theoretical model to connect supplier integration as a dyna…
A model of quality management self‐assessment: an exploratory research
2005
PurposeContinuous improvement is a primary principle in total quality management. It is applied to all aspects of the organisation including products, processes, and even the management of the firm. In this context, quality management self‐assessment is a useful tool for fostering the continuous improvement of the whole company, comparing its activities and results with an excellence model. However, little is known about the variables and relationships underlying self‐assessment application. This paper tries to shed light on this topic.Design/methodology/approachThe methodology is an exploratory case study. Three Spanish organisations with a broad experience in self‐assessment application a…
The Contribution of TQM to Organizational Ambidexterity: The State of the Art and Promising Research Streams
2015
The purpose of this chapter is to present the state of the art of research on the impact of TQM implementation on organizational ambidexterity. The widespread diffusion of TQM in organizations in all sectors and the already established importance of ambidextrous capability for achieving long-term competitiveness make understanding the connection between both fields a worthwhile objective. We underline the need to include in the analysis the broad and complex nature of TQM. Due to the interactions between its principles and practices, total quality management can act as a platform in creating an ambidextrous organizational context. We also underline the importance of clarity in research on t…
From individual to team ambidexterity: the moderating role of collaborative behavior and international experience
2020
The present study examines whether individual ambidexterity affects students’ team ambidexterity. In addition, the moderating role of collaborative behaviour and international experience is examine...
Quality and Innovation in the Organic Agro-Food Sector: Threats and Opportunities of Social and Managerial Innovation
2018
This study seeks to understand how innovation in the organic agro-food sector has evolved, studying the main challenges facing the sector as a consequence of its growth. Through the study and analysis of literature we reflect on the threats and opportunities facing the sector. We also used two expert panels to help us cross-reference and complete the information available from previous studies. The organic agro-food sector was born as a social and radical innovation based on specific values and principles, which include respect for nature and sustainability, ecology, no pollution, equity and a close relationship with consumers. In this chapter, we explain how regulations and the interplay…
TQM and Teamwork Effectiveness: The Intermediate Role of Organizational Design
2008
A quantitative study conducted in an engineering firm developing advanced total quality management practices examines how design variables help improve team effectiveness. Results show that this management philosophy has created a set of values that ha..
Organizational Legitimacy and Stakeholder Trust in the Organization: A Feed-Forward Relationship
2018
The main goal of this study is to enlarge the understanding of the concept of legitimacy. In recent decades, organizational legitimacy has received a great deal of attention from researchers who have tried to establish how organizations acquire, manage, and use it. However, there is still no conceptual agreement on how organizational legitimacy should be understood and how it can be measured. This reflects the complexity in the literature about understanding this phenomenon and suggests research opportunities. This chapter aims to strengthen the understanding of the role legitimacy plays in organizations by reviewing the related literature and analyzing the relationship between legitimacy a…