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The TQM JournalTotal quality management performance in multinational companies: A learning

perspectiveDaniel Jimnez-Jimnez Micaela Martinez-Costa Angel R. Martnez-Lorente Hammady Ahmed Dine

Rabeh

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To cite this document:Daniel Jimnez-Jimnez Micaela Martinez-Costa Angel R. Martnez-Lorente Hammady AhmedDine Rabeh , (2015),"Total quality management performance in multinational companies", The TQMJournal, Vol. 27 Iss 3 pp. 328 - 340Permanent link to this document:http://dx.doi.org/10.1108/TQM-01-2014-0002

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294-302 http://dx.doi.org/10.1108/TQM-01-2014-0004Assadej Vanichchinchai, (2014),"Supply chain management, supply performance and total qualitymanagement: An organizational characteristic analysis", International Journal of OrganizationalAnalysis, Vol. 22 Iss 2 pp. 126-148 http://dx.doi.org/10.1108/IJOA-08-2011-0500

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Total quality management

performance in multinationalcompaniesA learning perspective

Daniel Jimnez-Jimnez and Micaela Martinez-CostaDepartamento de Organizacin de Empresas y Finanzas,

Universidad de Murcia, Murcia, Spain

Angel R. Martnez-LorenteDepartamento de Economa de la Empresa,

Universidad Politcnica de Cartagena, Cartagena (Murcia), Spain, andHammady Ahmed Dine RabehDepartamento de Organizacin de Empresas y Finanzas,

Universidad de Murcia, Murcia, Spain

Abstract

Purpose Multinational corporations face a more intense competence and a higher number of changes inthe different countries they operate. In this regard, organizational learning and quality management are keyelements that could help them to survive in the market. Convinced by the numerous benefits and competitivepotential of total quality management (TQM) programmes, corporations have promoted its implementation.The purpose of this paper is to analyse the interaction between these programmes and organizational

learning, more precisely with exploitation and exploration capabilities, in order to understand the way inwhich quality management programmes could help to develop learning in the companies.Design/methodology/approach Structural equation modelling was used to test the proposedmodel. The sample comprised 111 medium-sized Spanish companies, with four different responseseach. Constructs are measured with Likert scales previously tested in the literature.Findings The results show that TQM is positively and strongly related to both exploitation andexploration and that the relationship between TQM and exploitation is higher. Concerning the effectsof exploitation and exploration on firm performance; results of the analysis show that only explorationcapability positively affects organizational performance. It is also confirmed a positive effect of a TQMsystem in performance.Originality/value This research covers a gap in the literature regarding the relationship betweenorganizational learning and TQM, particularly with the concepts of exploitation and exploration in thecontext of multinational companies.

Keywords Total quality management, Multinational companies, Exploration, Exploitation,Performance improvement

Paper typeResearch paper

1. IntroductionThe environment in which companies operate nowadays is changing and dynamic; andconsequently, surviving in it becomes a firms main goal (Millson and Wilemon, 2002;Ali, 2000; Garrettet al., 2009). Multinational companies (MNCs) are considered to havebetter opportunities to acquire and exploit knowledge than domestic organizationsThe TQM Journal

Vol. 27 No. 3, 2015

pp. 328-340 EmeraldGroupPublishing Limited

1754-2731

DOI 10.1108/TQM-01-2014-0002

Received 7 January 2014Revised 3 June 2014Accepted 11 June 2014

The current issue and full text archive of this journal is available on Emerald Insight at:

www.emeraldinsight.com/1754-2731.htm

The authors acknowledge the funding received from the Spanish Ministry of Science and

Technology (research project ECO2009-12825) to undertake this research.

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since they are open to new experiences, markets, cultures, and ideas (Bonache andZrraga-Oberty, 2008). Many organizational theories have been formulated along therecent knowledge-based economy, seeking an answer to the most organizational

effective credentials to cope with change requirements. This paper draws onknowledge-based (Grant, 1996) and quality-based (Deming, 1981) views. Bothapproaches prioritize organizational learning and improvement as an efficient toolfor monitoring internal and external surroundings, and then generating performance.

The general conclusion of total quality management (TQM) and organizationalperformance literature indicates positive interactions. The implementation of a TQM isa key source of competitive advantages (Terziovski and Samson, 2000; Martinez-Lorenteet al., 2000; Martnez-Costa and Jimnez-Jimnez, 2008a, b; Hunget al., 2011).Although quality management is a key determinant of success in competitiveenvironments such as nowadays ones (Deming, 1981), according to some authors(Slater and Narver, 1995; Andreu and Ciborra, 1996; Baker and Sinkula, 1999; Akgnet al., 2006; Barney, 1991) learning is the most influential competitiveness sourcemechanism. However, the literature studying their connexions is scarce. The presentpaper deals with an empirical study tackling the simultaneous effect of both TQM andlearning capabilities on firm performance. More precisely, the main purpose of thiscontribution is to empirically analyse if organizational learning capabilities and TQMsimultaneously affect firm performance. This means to examine if TQM fostersperformance through organizational learning capabilities enhancement. Additionally,the direct implications of TQM and exploitation/ exploration capabilities in organizationalperformance are studied. In doing so, a proposed model explaining these relationships isempirically checked.

The paper begins with a literature review pointing out the current state of literatureabout TQM, organizational learning capabilities (i.e. exploitation/exploration), and

performance. Work hypotheses are posed after reviewing literature. Next, the methodologyto test hypotheses is explained and finally results, findings, implications, limitations, andthe potential future research lines are provided.

2. Literature reviewMNCs are considered to have better opportunities to acquire and exploit knowledgethan domestic organizations since they are in contact with different sources ofknowledge in different countries (foreign suppliers, customers, competences,institutions, etc.). Some authors even affirm that there is a relationship between thedegree of internationalization and performance (Riahi-Belkaoui, 1998; Gomes andRamaswamy, 1999; Yipet al., 2000; Cadoganet al., 2002), what suggest that MNC could

attain better competitive advantages than local companies.A TQM implementation could provide MNC a philosophy that focuses on customer

satisfaction, continuous improvement and the concept of the company as a wholesystem (Dean and Snell, 1991), in order to develop successful products and processesfor different markets and countries.

2.1 The relationship between TQM and organizational performanceAccording to Flynnet al.(1994), TQM can be defined as an integrated effort to achieveand maintain high-quality products based on the maintenance of continuous processimprovement and error prevention, at all levels and in all functions of the organization,with the aim of reaching and even exceeding customers expectations. In fact,

the different definitions of TQM indicate that it is more than simple tools or techniques.

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It is a management philosophy (Vanichchinchai and Igel, 2011). This managementphilosophy has inspired different models associated to quality awards in differentcountries. The Malcolm Baldrige Quality Award in the USA or the EFQM in Europe

capture the key dimensions of TQM (Bou Llusar et al., 2009).Leading companies adopt TQM to strengthen their organizational performance(Vanichchinchai and Igel, 2011). In general, researchers have concluded that TQM hasa positive effect on company results. In the literature dealing with this issue one canfind papers analysing the relationship between TQM and product quality and othernon-financial results (Shetty, 1993; Elmuti and AlDiab, 1995; Mohrman et al., 1995;Powell, 1995; Forkeret al., 1997; Choi and Eboch, 1998; Dowet al., 1999; Terziovski andSamson, 1999; Terziovski and Samson, 2000; Zhang, 2000). Others have studied theeffect on financial results (Easton and Jarrell, 1998; Hua et al., 2000; Hendricks andSinghal, 2001a) and there are also papers analysing the effect of TQM on stock marketvalue (Hendricks and Singhal, 1996; Easton and Jarrell, 1998; Adams et al., 1999;Hendricks and Singhal, 2001b). A recent paper (Zhang and Xia, 2013) have replicatedthe longitudinal study of Hendricks and Singhal (1997) to explore whether the resultswere still relevant and found that results were largely consistent. This is a confirmationthat TQM is still useful in the new competitive environment.

The first hypothesis of the present study arises as a new confirmation about theeffect of a TQM system in the company performance:

H1. The implementation of a TQM programme increases firm performance.

2.2 The mediation of exploitation and explorationExploitation and exploration are widely cited in literature as learning mechanisms(March, 1991; Benner and Tushman, 2003; Andriopoulos and Lewis, 2009; Guptaet al.,2006) or learning capabilities (Yalcinkaya et al., 2007; Auh and Menguc, 2005; Lisboa

et al., 2011). The present paper; adopts the classification offered by Yalcinkaya et al.(2007) subdividing the learning capabilities into two main categories: exploitation andexploration capabilities. A similar adoption was assumed by Lisboa et al. (2011) andAuh and Menguc (2005), considering exploitation and exploration to be the two mainorganizational learning capabilities.

Examining the organizational internal and external learning focus; March (1991)defines exploitation as an enhancement-focus learning, while he presents exploration tobe a new alternatives seeking learning mechanism. In other words, exploitationis alocalized learning whilst exploration seeks innovative and ground-breaking ideasand forms as a kind of learning-by-experimentation (Kim et al., 2011). Moreover,exploration entails activities such as search, variation, risk-taking, discovery,

innovation, and research and development, while exploitation includes activitiessuch as the reuse, reorganization, re-enhancement, refinement, production, efficiency,selection, implementation, and execution of existing assets and competences (March,1991; Benner and Tushman, 2003; Auh and Menguc, 2005).

Although many scholars have pointed out the rewards and importance ofexploitation, there are also negative views that consider that a too much focuson exploitation carries some strategic risks. In this regard, Raisch et al.(2009) pointedout that a focus on exploitation activities likely hinders the development of newknowledge and processes. March (1991) points out that firms that neglect explorationand focus on exploitation may lack the capability to adapt to an evolving environment.Levinthal and March (1993) consider that exploitation is inherently self-reinforcing,

causing a

success trap

, which hinders exploration activities.

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An important aspect of the TQM approach is orientating companies to know theirweaknesses and strong points, involving new organizational measures in order toenhance their operations and then generate performance. Barrow (1993) and

Martnez-Costa and Jimnez-Jimnez (2008a, b) concluded that organizational learningis an important outcome of TQM. However, matching the above-mentioned definitions,delimitations and implications of exploitation, exploration and TQM, clearly allowsrecognizing the stretchiness of the main goals of exploitation and TQM systemimplementation. The tenet of both prioritizes the improvement of routines reusing theexisting assets within companies. In this regard, the second hypothesis of the presentresearch is stated as follows:

H2. Exploitation capability plays a mediator role in the relationship between TQMand performance.

In contrast with exploitation, exploration begins from the logic of creating newknowledge and strategic competences and new tools; and require fresh organization

(Benner and Tushman, 2003; Lynn et al., 1996). It relies basically on outsourcing(March, 1991), and reflects the experimentation of totally different technologicaltrajectories (Benner and Tushman, 2003), or experimentation with new alternatives(Yamakawaet al., 2011). Moreover, requires a flexible organizational form, a creativity-stimulating culture, and the ability of appreciating longer term and uncertainoutcomes. Exploration has been associated with flexibility and decentralizationcultures (Benner and Tushman, 2003), and results from experimentation, flexibility,and divergent thinking (March, 1991).

Many scholars have argued the effects that exploration has on organizationalperformance, as it a process of knowledge development. However, others consider thatit is a risky and uncertain activity, claiming that a too much focus on exploration

involves many risks (March, 1991). In this sense, Raisch et al.(2009) pointed out that afocus on exploration activities likely fosters the development of new knowledge andprocesses, March (1991) points out that firms that neglect exploration and focus onexploitation may lack the capability to adapt to an evolving environment. Renewingfirms technological and organizational assets base is susceptible to increase firmperformance through the new knowledge and other assets acquired.

In this paper it is argued that exploration could complement TQM systems, withpositive interactions between the practices of both patterns. Avoiding the failure trapdefined in Levinthal and Marchs (1993), exploration capability may provide themissing corner of TQM practices. In this regard it has been stated the third hypothesis:

H3. Exploration capability plays a mediator role in the relationship between TQM

and performance.

3. Methodology3.1 PopulationThe population used in this study includes MNC Spanish manufacturing organizationswith between 50 and 500 employees according to SABI (Sistema de Anlisis deBalances Ibricos) database. This study was designed to cover a wide spectrumof industries.

The information was collected with a structured questionnaire via a web pagedesigned for this purpose. Multiple informants from each company have been used

enhancing the validity of the research findings. Four managers in the same company

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answered the survey (supply, production, marketing, and human resource managers).Every manager answered to a common part of the questionnaire (i.e. performancemeasures) and a specific part (i.e. operation managers provide information about

TQM; and marketing managers answer exploitation and exploration information).In total, 444 questionnaires were collected (four for each one of the 111 companies thatparticipated on the study).

3.2 MeasuresThis study used existing scales taken from former works within the same field.

TQM. The scale of Flynnet al.(1994) was adopted to measure TQM implementationin organizations.

Exploitation and exploration capabilities. Different scales have been used formeasuring exploitation and exploration (Rosenkopf and Nerkar, 2001; Katila andAhuja, 2002; Sidhu et al., 2004; He and Wong, 2004). Some papers used a combined

continuous measure for exploration-exploitation (Lavie and Rosenkopf, 2006) based onthe assumption that exploration inhibits exploitation and vice versa (March, 1991).In this paper, exploration and exploration capabilities have been operationalizedwith two separate indicators, each made up with five items taken from the scales usedby Atuahene-Gima (2005). An item of each scale was eliminated in the process oftesting scales.

Organizational performance. Since the questionnaire included questions regardingthe EFQM Excellence Model, performance was measured using the scales referred toresults in such model. The EFQM model has five enablers and four results. Thesub-criteria were used as a guide for developing the final questionnaire. The differentstatements of performance were evaluated to avoid duplications and the list was

reduced to 16 items four measuring four results criterion. Four different managers ineach company have answered these items, so the mean of these answers for each itemwas calculated. Four items were finally selected, one for each EFQM result criterion.

Control variables. We have included as control variables the age (number of yearsfrom its creation), size (number of employees), and the degree of internationalization ofthe company (mean of the rate of importations and exportations). They were recoded toa one to five Likert scale.

3.3 Validation of measuresAnalyses were conducted with structural equation modelling (Parisi et al., 2006) usingthe statistical programme EQS 6.1 (Bentler, 1995). Following the two-stage model-

building process for applying SEM (Hairet al., 1998; Jreskog and Srbom, 1996; Hoyleand Panter, 1995), in the following section, confirmatory factor analysis (CFA) is carriedout and then the structural models corresponding to the hypotheses.

To assess the unidimensionality of each construct, CFA of the nine constructs wasconducted employing 21 items (Anderson and Gerbing, 1988). The results of the CFA totest the validation of the measures (2(183) 312.902; BBNFI 0.940; GFI 0.875;RMSEA 0.060; CFI 0.948; IFI 0.948) indicate a good fit for the model.

Reliability of the measures is calculated with Bagozzi and Yis (1998) compositereliability index and with Fornell and Lackers (1981) average variance extracted index.For all the measures, both indexes are higher than the evaluation criteria of 0.6 for thecomposite reliability and 0.5 for the average variance extracted (Bagozzi and Yi, 1998).

Furthermore, all items load on their hypothesized factors, and the estimates are positive

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and significant, which provides evidence of convergent validity (Bagozzi and Yi, 1998).Discriminant validity was tested by three different procedures recommended byAnderson and Gerbing (1988) and Fornell and Larcker (1981). First, discriminant

validity is indicated since the confidence interval (

2 SE) around the correlationestimate between any two latent indicators never includes 1.0 (Anderson and Gerbing,1988). Second, discriminant validity was tested by comparing the square root of theAVEs for a particular construct to its correlation with the other constructs (Fornell andLarcker, 1981).

A descriptive statistics and a zero-order correlation of the variables is provided inTable I. It also provides an overview of the means and standard deviations of theconstructs and the correlations between these variables.

4. Analysis and resultsThe proposed structural model is shown in Figure 1. This model summarizes the four

proposed hypotheses. Conventional maximum likelihood estimation techniques wereused to test the model ( Jreskog and Srbom, 1996). The fit of the model is satisfactory(2(237) 360.766; BBNFI 0.901; RMR 0.037; RMSEA 0.069; CFI 0.915;IFI 0.917.), thereby suggesting that the nomological network of relationships fits thedata. This is another indicator to support the validity of these scales (Churchill, 1979).

Table II also provides numerical data about the relationships among all thevariables proposed on the model. First, the results argue that a firm is likely increasingits performance when implementing a TQM system; which means that H1 issufficiently supported ( 0.685, po0.01). This evidently supports former relatedworks (Mohrman et al., 1995; Powell, 1995; Forza and Filippini, 1998; Anderson andSohal, 1999; Dow et al., 1999; Samson and Terziovski, 1999; Curkovic et al., 2000;

Martnez-Lorenteet al., 2000; Escrig Tena et al., 2001).The results also demonstrate that the implementation of a TQM system positivelyaffects both exploitation ( 0.461, po0.01) and exploration ( 0.379, po0.01).However, although TQM has a positive effect on both exploitation and explorationcapabilities, the difference of a 2-test that explains the distinction among bothparameters is significant, which supports the idea that implementing a TQM likelyaffects the exploitation more than exploration (2(1) 3.844;po0.05).

Concerning the effects of exploitation and exploration on firm performance; resultsof the analysis show that only exploration capability ( 0.216, po0.01) positivelyaffects organizational performance. These results only support H3 but not H2.In consequence, only explorative competences mediate the relationship between TQMand performance.

Finally, we have not found evidence about the effect of internationalization on TQM,although results show how the degree of internationalization provides betterperformance to companies.

5. Conclusions and implicationsThe main purpose of the present study was to analyse the effects of TQM systemon learning capabilities (i.e. exploitation and exploration) in the context of MNCs.Additionally, it aimed to empirically uphold overwhelming assumptions about theexistence of positive and direct effects of TQM implementation on the one hand,and the exploitation and exploration capabilities on the other hand, on organizational

performance.

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Reliability

Correlationmatrix

Construct

Mean

SD

Cronbach

SCR

a

AVE

b

1

2

3

4

5

6

7

1.

TQM

4.1

28

0.3

31

0.8

13

0.87

8

0.5

12

1

2.

Exploitationcapability

3.1

89

0.6

60

0.9

16

0.92

2

0.7

06

0.4

62

1

3.

Explorationcapability

3.4

04

0.5

05

0.8

93

0.89

4

0.6

29

0.3

63

0.3

05

1

4.

Performance

4.0

38

0.3

55

0.8

41

0.85

4

0.6

01

0.6

52

0.3

38

0.4

70

1

5.

Internationalization

3.0

09

1.4

11

0.1

10

0.1

54

0.0

31

0.2

35

1

6.

Age

3.2

88

1.3

71

0.3

17

0.3

45

0.2

95

0.3

42

0.0

55

1

7.

Size

3.2

34

1.4

14

0.1

67

0.2

50

0.0

17

0.0

55

0.0

97

0.1

43

1

Notes:Fitstatisticsformeasurementmodelof21indicatorsforfourconstructs:

2 (183)

312.9

02;BBNFI0

.940;GFI

0.8

75;RMSEA

0.0

60;CFI

0.9

48;

IFI

0.9

48.a

Scalecompositereliability(r

c=(P

i)2var()/[(P

i)2var()+

Py

ii];(BagozziandYi,1998));bave

ragevarianceextracted(rc=(P

i2var())/[P

i2

var()+

Py

ii],(FornellandLarcker,1981))

Table I.Constructcorrelation matrix

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The results show that TQM is positively and strongly related to both exploitation andexploration and that the relationship between TQM and exploitation is higher. This, inturn, explains the nature and main targets of TQM as a processes management system

that are basically exploitative more than explorative (Benner and Tushman, 2003).However, this study indicates that TQM, exploitation and exploration are compatibleand fit each other, as they have many common intersections in natureand application.

Moreover, based on the previously argued relationship, TQM, in addition to itsargued benefits, can serve as an organizational learning platform for increasing firmresults and performance.

Although, the findings underline a higher relationship between TQM andexploitation, this cannot imply that companies adopting TQM should focus solely onexploitative learning. TQM may induce and motivate leveraging the different internalassets in concordance with the main target of TQM. However, there has not been founda positive relationship between exploitation and performance. This could be a problemfor companies that only focus on this competence.

Moreover, exploration is the assets acquisition strategic key (Andriopoulos andLewis, 2009; March, 1991), therefore in no case should be neglected by companies.In this regard, a direct effect of TQM and exploration on firm performanceis also empirically argued confirming previous findings (e.g. Terziovski andSamson, 2000; Raisch et al., 2009; Lisboa et al., 2011; Hoang and Rothaermel, 2010;Martnez-Costaet al., 2009; Hung et al., 2011).

Exploitation

Exploration

TQM Performance

InternationalizationSize

Age

Figure 1.The hypothesized

model

Standard parameterLinkages in the model Estimate t-value

TQMperformance 0.685 4.393***TQMexploitation capability 0.461 4.059***

Exploitation capabilityperformance

0.129 1.354TQMexploration capability 0.379 3.147***Exploration capabilityperformance 0.216 2.442**InternationalizationTQM 0.121 1.229Internationalizationperformance 0.141 1.963**AgeTQM 0.178 1.753*Ageperformance 0.051 0.693SizeTQM 0.328 3.141***Sizeperformance 0.156 1.956*

Notes: Fit statistics for measurement model of 21 indicators for four constructs: 2(237) 360.766;BBNFI 0.901; RMR 0.037; RMSEA 0.069; CFI 0.915; IFI 0.917. *po0.1; **po0.05;***po0.01

Table II.Construct structural

model

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Broadly, TQM is seen as a quality operational enhancement model, able to generateperformance. The argued compatibility and positive interaction with exploitationand exploration may open new gates towards a potential integration, to fulfil the

missing strategic dimension of TQM as the focus of the latter in mainly internal whileexploration targets external required assets and capabilities.

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Corresponding authorDr Micaela Martinez-Costa can be contacted at: [email protected]

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