The main focus of literature review is focusing on

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this paper is to propose a reciprocal causation between TQM and knowledge management. Design/methodology/approach The main focus of literature review is focusing on common practices of TQM and knowledge management. In the next step, joint variance analysis method is used to reanalyze the results of the empirical studies linking TQM to knowledge management. This approach aims to divide the multiple correlation squared and demonstrate what portion is distinctly connected to predictor variables and what portion is on account of common variance among predictors. Findings The result indicates that nearly half of all explained variances in empirical studies that considered the relationship between TQM and knowledge management disregarding the criteria are accounted for the joint variance of TQM and knowledge management processes. Therefore a reciprocal causation between TQM and knowledge management can be formulated. Originality/value This research is one of the first studies which explores the diverse results of the relationship between TQM and knowledge management from a methodological perspective. Keywords Total quality management, Knowledge management, Joint variance analysis, Reciprocal causation Paper type Conceptual paper 1. Introduction Quality is considered as one of the solutions to competitiveness in today s international marketplace (Eng and Yusof, 2003). The importance of total quality management (TQM) has significantly boosted over the last decades, on a practical and theoretical level (Tar ı ́ and Sabater, 2004). With modern quality solutions, cost drops, quality increases and average price decreases. Thus organizations which implement quality technology become beneficiated of these investments (Lederer and Rhee, 1995). The organization that invests more in quality associated technology delivers better products, rates a higher price and earns higher profits than rivals. In addition the firm s quality, cost and profit benefits persevere in the future and the firm value enhances when customer satisfaction is applied as an aim (Lederer and Rhee, 1995). There are anecdotal and empirical findings that support TQM as a worldwide business strategy (Idris and Zairi, 2006). Although many studies found that TQM can create economic value to the firm, not all TQM adopters are able to accomplish it (Powell, 1995). TQM has been considered as either a philosophy or a group of guidelines that provides the basis of a continuously advancing organization. The TQM strategic plan captures the vision and values defined in the company s philosophy then transforms these fundamentals into long run goals (Talha, 2004). It combines basic management methods, current International Journal of Quality & Reliability Management Vol. 34 No. 1, 2017 pp. 91-102 © Emerald Publishing Limited 0265-671X DOI 10.1108/IJQRM-03-2014-0040 Received 25 March 2014 Revised 15 March 2015 30 July 2015 Accepted 1 September 2015 The current issue and full text archive of this journal is available on Emerald Insight at: / 0265-671X.htm 91 Knowledge management and TQM Downloaded by ARAB ACADEMY FOR SCIENCE, TECHNOLOGY & MARITIME TRANSPORT At 01:58 31 October 2017 (PT)
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  • Spring '19
  • Magdy Khalaf
  • Management

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