| کد مقاله | کد نشریه | سال انتشار | مقاله انگلیسی | نسخه تمام متن |
|---|---|---|---|---|
| 383737 | 660832 | 2014 | 13 صفحه PDF | دانلود رایگان |
کلیدواژه‌ها
1. مقدمه
2. مبانی نظری
2.1 مدل MBNQA
2.2 نظریۀ KM
3. رابطۀ بین TQM و KM
3.1 رهبری
3.2 برنامه‌ریزی راهبردی
3.3 تمرکز بر مشتری
3.4 مدیریت فرایند
3.5 مدیریت منابع انسانی
3.6 اطلاعات و تحلیل
4. روش‌شناسی پژوهش
4.1 نمونه و دستورالعمل‌ها
4.2 ابزار پژوهشی
4.2.1 اندازه‌گیری متغیر
شکل 1. مدل پژوهشی TQM و KM
4.4 تأیید فرضیات تحلیل چندمتغیره
4.5 آزمون واریانس روش مشترک
4.6 مدل اندازه‌گیری ـ تحلیل عاملی تأییدی
جدول 1. پایایی و اعتبار ابزارها
4.7 مدل ساختاری
4.8 آزمون فرضیات
جدول 2. ارزیابی اعتبار افتراقی
جدول 3. مقیاسهای برازش مدل
5. بحث
جدول 4. نتایج ازمون فرضیه
6. نتیجه‌گیری : نتایج، محدودیت‌ها و پژوهش آینده
6.1 نتایج پژوهشی
6.1.1 نتایج عملی
6.1.2 نتایج نظری
6.2 محدودیت‌های پژوهشی و جهت‌گیری‌های پژوهشی آینده
• The relationship between TQM and KM is investigated by using structural analysis.
• Strategic planning is positively and significantly related to KM.
• Human resource management is positively and significantly related to KM.
• Process management is positively and significantly related to KA and KD.
• Leadership, customer focus, information and analysis are insignificant link to KM.
This study aims to examine the multi-dimensional relationship of total quality management (TQM) and knowledge management (KM) in both service and manufacturing firms in Malaysia. Six key practices of TQM originated from the Malcolm Baldrige National Quality Award (MBNQA) were chosen; whereas the KM elements were made up of knowledge acquisition, distribution and application. Data were gathered from small, medium and large firms from both manufacturing and service sectors. Structural analysis was carried out for the hypotheses and the theoretical model testing. Findings show that strategic planning and human resource management have a positive and significant relationship with the dimensions of KM; whereas process management has significant effects on knowledge acquisition and knowledge distribution. Practically, the findings provide a useful direction for the management team in the manufacturing and service sectors by adopting the relevant TQM practices to further improve the firms’ knowledge management processes. Through a deeper comprehension on the association between TQM practices and the KM dimensions, the management team of these firms can focus their attention, efforts and resources on the specific TQM practices that can ensure successful KM process.
Journal: Expert Systems with Applications - Volume 41, Issue 11, 1 September 2014, Pages 5167–5179