Abstract

The aim of the article. This study aimed to investigate the effect of Total Quality Management (TQM) and knowledge management on providing services in manufacturing and service companies. The results of the analysis. In this regard, a model that includes the components of TQM, knowledge management, and performance of services was designed. The conceptual model shows the effect of total quality management and knowledge management on services providing. In this model, TQM consists of six components: organizational leadership, customer-based concentration, strategic planning, human resource management, process management and analysis of information. Knowledge management includes three components: knowledge acquisition, applying knowledge and knowledge distribution. The present study is applied in terms of the objective and descriptive-survey in terms of data collection. For data analysis, structural equation model technique, SPSS, and LISREL software have been used. The study population consisted of the active companies listed on the Tehran Stock Exchange. This study results showed that the dimensions of organizational leadership, strategic planning, process management, and human resource management have a direct and positive impact on three pillars of knowledge management, i.e. knowledge acquisition, applying knowledge, and knowledge distribution. Conclusions and directions of further researches. The results also indicated the impact of customer-base concentration on applying knowledge and the impact of data analysis on knowledge acquisition and distribution while there were no positive results on the effect of customer-base concentration of knowledge acquisition and distribution as well as the impact of data analysis on applying knowledge. In addition, the results revealed that Total Quality Management (TQM) has a positive and significant impact on the performance of services; however, no positive results were obtained on the impact of knowledge management on the performance of services. TQM indeed influences all aspects of the organization and its accuracy and correct implementation leads to improvement the performance and increases the efficiency of organizations; however, knowledge management is less universal and popular at Iranian organizations. As a result, its impact is not still significant in organizations.

Keywords: total quality management, knowledge management, providing of services, customer, strategic planning

JEL Classification: M31, С61, L81.

Cite as: Mohammadi F. & Najafi, A. (2016). Effect of total quality management and knowledge management on providing services at the manufacturing and service companies. Marketing and Management of Innovations, 1, 137-143. https://doi.org/10.21272/mmi.2016.1-12

This work is licensed under a Creative Commons Attribution 4.0 International License

References

1. Mousa Khani, M. (1995). Examination of the factors affecting the success and failure of total quality system (TQC) to provide improvement methods and encompass it. Management knowledge, 31, 141-152 [in Persian].
2. Duffy, J. (2000). Something funny is happening on the way to knowledge management. Information Management Journal, 34(4), 64-80 [in English].
3. Gibbert, M., Leibold, M., & Probst, G. (2002). Five Styles of Customer Knowledge Management, and How Smart Companies Use Them To Create Value. European Management Journal, 20(5), 459-469 [in English].
4. Hellsten, U., & Klefsjo, B. (2000). TQM as a management system consisting of values methodologies and tools. The TQM Magazine, 12(4), 238-240 [in English].
5. Hussi, T. (2004). Reconfiguring knowledge management – combining intellectual capital, intangible assets and knowledge creation. Journal of Knowledge Management, 8(2), 36-52 [in English].
6. Yusin, M., Correia, E., & Lisboa, J. (2002). Retail Banking: An Assessment of some of the key antecedents of customer satisfaction in retail banking. International Journal of Bank Marketing, 20, 146-160 [in English].
7. Vargas, S.L., & Lusch, R.F. (2004). The four service marketing myths-remnants of a goodsbased manufacturing model. Journal of Service Research, 6, 324-335 [in English]. 
8. Waks, S., & Moti, F. (1999). Application of the total quality management principles and ISO9000 standards in enginerring education. European Journal of Engineering Education, 25, 124-131 [in English].
9. Sahaney, S., Banwet, D.K., & Karunes, S. (2004). Conceptualizing total quality management in higher education. The TQM magazine, 16 (2), 26-34 [in English]
10. Gupta, A.K., & Govindarajan, V. (2000). Knowledge management’s social dimension. Lessons From Nucor Steel, Sloan Management Review, 42 (1), 77-80 [in English].
11. Aaker, D.A., & Bagozzi, R.P. (1979). Unobservable variables in structural equation models with an application in industrial selling. Journal of Marketing Research, 147-158 [in English].
12. Bircham, H. (2003). The impact of question structure when sharing knowledge. Journal of Knowledge Management, 1(2), 17-24 [in English].
13. Najafi, A., & Afrazeh, A. (2011). Analysis of the environmental projects risk management success using analytical network process approach. International Journal of Environmental Research, 5 (2), 277-284 [in English].
14. Najafi, A., & Afrazeh, A. (2010). Productivity strategies ranking of knowledge workers. Journal of Applied Sciences and Environmental Management, 5 (9), 1281-1287 [in English].