Publication: La gestión de calidad: importancia de la cultura organizativa para el desarrollo de variables intangibles
Authors
Gimenez Espin, J. A. ; Martínez Costa, Micaela ; Jiménez-Jiménez, Daniel
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Publisher
Elsevier España, S.L
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DOI
http://dx.doi.org/10.1016/j.redee.2014.02.002
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info:eu-repo/semantics/article
Description
Abstract
La gestión de calidad total frecuentemente se relaciona con una mejora en los resultados organizativos.
De las diferentes dimensiones que engloban este concepto, las denominadas
«variables blandas»
son las
que la literatura afirma que tienen una mayor incidencia en los resultados empresariales. El objetivo
de nuestro estudio consiste en analizar cómo las empresas con una mayor orientación hacia la calidad
promueven el desarrollo de determinadas prácticas organizativas de carácter intangible que apoyen
la obtención de beneficios. Algunas de estas variables determinantes de la orientación a la calidad son
la cultura organizativa, la orientación al mercado, la gestión de recursos humanos y el liderazgo.
No existe un marco empírico generalmente aceptado de las relaciones entre dichas variables. Este
trabajo pretende avanzar en este sentido. El modelo propuesto está formado por relaciones directas y
mediadas, cuyo análisis realizamos mediante ecuaciones estructurales. Los resultados ponen de manifiesto
que una cultura que promueva la flexibilidad con una orientación mixta, interna y externa, facilita
la orientación hacia la gestión de calidad total y la realización de prácticas, tales como una orientación
al mercado, una adecuada gestión de recursos humanos y un estilo de liderazgo que apoyen el efecto en
resultados de la gestión de calidad total en las empresas.
Total quality management is frequently associated with an improvement in company performance. Within the different dimensions involved in this concept, the “soft variables” have shown to be the main responsible dimensions of these improvements in organizational performance in previous studies. The objective of the present study is to analyze how companies with a quality orientation promote the development of certain organizational practices of an intangible character related with the improvement in performance. Some of these variables are organizational culture, market orientation, human resource management, and leadership. There is no generally accepted empirical framework of the relationships between these variables. The proposed model consists of direct and mediated relationships between them, using a Structural Equation Modeling to test the model. Results show that a culture that promotes flexibility with a mixed internal and external orientation, tends to lead to total quality management, and the implementation of practices such as a customer orientation, human resources management, or a style of leadership that fosters the effect of total quality management in the company performance.
Total quality management is frequently associated with an improvement in company performance. Within the different dimensions involved in this concept, the “soft variables” have shown to be the main responsible dimensions of these improvements in organizational performance in previous studies. The objective of the present study is to analyze how companies with a quality orientation promote the development of certain organizational practices of an intangible character related with the improvement in performance. Some of these variables are organizational culture, market orientation, human resource management, and leadership. There is no generally accepted empirical framework of the relationships between these variables. The proposed model consists of direct and mediated relationships between them, using a Structural Equation Modeling to test the model. Results show that a culture that promotes flexibility with a mixed internal and external orientation, tends to lead to total quality management, and the implementation of practices such as a customer orientation, human resources management, or a style of leadership that fosters the effect of total quality management in the company performance.
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Citation
Revista Europea de Dirección y Economía de la Empresa 23 (2014) 115–126
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