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Although total quality management (TQM) is an innovative management philosophy, how it connects innovative behaviour (INB) to innovation performance (INP) has gone unnoticed. Also, the external factors (technological turbulence [TUR], competitive intensity [CMP], market dynamism [MKD] and government regulation [GOV]) under which the INB–TQM connection may grow are yet to be understood. In spite of the various evolutions that have occurred in the banking industry, there remains a necessity to enhance the quality of service offered to clients. This paper aims to address these issues in the total quality management literature.

This study constructs and analyses a research framework by analysing the replies of 260 executives in senior and intermediate positions across 21 quality-certified universal banks in Ghana, using the Smart PLS methodology.

TQM played a partial mediating role between INB and INP (variance accounted for = 46.85%, p = 0.000). TUR (β = 0.023, p = 0.000), CMP (β = 0.043, p = 0.000), MKD (β = 0.056, p = 0.000) and GOV (β = 0.068, p = 0.000) positively and significantly moderated the INB–TQM connection.

Future research may examine the proposed framework in various environments and sectors.

Practical insights for industry players in the sector are discussed.

To the best of the authors’ knowledge, this study is the first to show how innovation serves both as an antecedent and consequence of TQM. It is also the first to explicate the boundary conditions under which the INB–TQM relationship may flourish.

This paper aims to investigate the relationship between total quality management (TQM) and the innovation performance of small and medium enterprises (SMEs) through empirical testing. It also seeks to determine whether the relationship between TQM and SMEs’ innovation is mediated by organizational culture (OC).

Data from managers/owners of food SMEs in the West Bank regions of Palestine were collected through a questionnaire that was assessed for validity and reliability. A structural equation model (SEM) was constructed using Smart PLS 3.9.2 to investigate the relationships.

The statistical results contribute to the existing literature by demonstrating a direct and positive relationship between TQM and OC where both have a positive and significant impact on innovation in food SMEs. Additionally, the study found that there is a significant and positive indirect impact of TQM on innovation in food SMEs, which is mediated by OC.

The study's results offer valuable insights to food SMEs' managers/owners in the current dynamic manufacturing landscape, with a focus on using TQM as a means of enhancing their innovation. The findings can provide guidance to food SMEs by highlighting the significance of OC, as it impacts the effective implementation of TQM and subsequently leads to an improvement in innovation levels.

This study enhances the existing literature on TQM by providing an in-depth understanding of TQM as perceived by food SMEs in Palestine. It addresses the gap in empirical research on the combined impact of TQM and OC on innovations in food SMEs. The study contributes to the theoretical framework and has significant managerial implications, providing recommendations for future research.

While scholars have researched the impact of specific total quality management (TQM) aspects on innovation performance (INP), empirical evidence on how the former, as a composite construct, influences the latter is rare. To add, empirical evidence on the mechanism through which TQM passes to affect innovative behaviour (INB) and, then, INP is limited. Essentially, scholars have requested that future research look at the boundary conditions that support the adoption of TQM activities in businesses. Although the banking sector has experienced a number of transformations, there is still a need to raise the standard of service provided to bank customers. This research sheds more light on this subject.

This research tests the hypotheses in Ahinful et al.’s (2023) conceptual model using responses from 260 top- and middle-level bank managers by applying Smart PLS. Organisational support and team member exchange were used as potential control variables for the mediator, while slack resources and bank size were applied to the target endogenous latent construct. Mediation and moderation effects were estimated using the variance accounted for (VAF) and product indicator approaches, respectively. Sig. level was set at 5%.

This study found that TQM and INP had a positive and significant connection (ß = 0.303, p = 0.000), and INB partially mediated this connection (VAF = 40.92%). However, government regulation (GOV; ß = 0.055, p = 0.365), market dynamism (MKD; ß = 0.063, p = 0.434), competitive intensity (CMP; ß = 0.069, p = 0.297) and technological turbulence (TUR; ß = 0.011, p = 0.865) all failed to moderate the TQM–INB connection, although the expected positive directions of these moderation relationships were established.

This research provides empirical evidence on the TQM–INP connection, how this connection may be mediated and how the TQM–INB connection may be activated. It also sheds light on novel ways in which service quality in the banking sector may be improved. Upcoming research may explore other control variables in their research. Since the moderating relationships were unsupported, this avenue is open for further research, particularly in other banking settings across the globe.

Practical lessons for bank consultants, regulators, customers, employees and managers are deliberated.

This research is novel. It is the first to test the hypotheses in Ahinful et al.’s (2023) conceptual model. This study advances the theoretical frameworks and existing knowledge within the TQM, innovation and performance management fields.

In the last 3 decades, organization-wide programs and practices based on the Total Quality Management (TQM) philosophy have become central to continuous improvement (CI) strategy in both public and private enterprises. However, there is paradoxical evidence of TQM-firm performance linkage in non-Japanese contexts. This study presents a meta-analysis of empirical research on TQM-firm performance linkage and investigates the moderating influence of national cultural (NC) values on this relationship.

Meta-analytical procedures are adopted to analyse 364 effects accumulated from 135 independent samples across 31 nations, for 30,015 firm observations. Additionally, weighted least square (WLS) meta-regression is used to test the moderation effects of four NC dimensions based on the Global Leadership and Organizational Behavior Effectiveness (GLOBE) model.

The meta-analysis results reveal that the strengths of the association varied across five soft and hard TQM dimensions and three firm performance dimensions Meta-regression indicate that the effectiveness of the TQM program is high in cultures which reward collectivist behaviours, equity of power distribution and avoidance of ambiguity in rules/structures.

The study contributes to international operational management theory on cultural influences on the effectiveness of operations strategies and decisions.

Total quality management (TQM) has been widely brought into action to improve the business’s essence in industries. In Taiwan, the computer and its peripheral industry is becoming a real global business. Most of the companies are buying and selling goods and services all through the world’s business community. The current progress toward TQM is one of the most noteworthy changes in Taiwan’s computer and its peripheral industry. Uses questionnaires to survey the implementation issues of TQM in the computer and its peripheral industry in Taiwan. A total of 40 companies responded to the questionnaires in the survey. Observing the survey results, the quality performances of most Taiwan’s computer and its peripheral companies are still vulnerable. Meanwhile, the training programs of related quality management techniques need further conduct to improve the quality management system.

Describes the results of a survey in manufacturing, distribution and service organizations concerning total quality management (TQM). These results proved that an effective TQM programme should contain consistent training of all employees; significant improvement in communication between departments; and development of the standards to measure and control the cost of quality. Based on the survey results, identifies quantitative relationships between quality improvement characteristics and different internal factors. Statistical regression models developed revealed leading predictors of a successful TQM programme.

Suggests that TQM is a mystery for many Australian companies and proposes a framework that is both consistent with the objectives of TQM and applicable within the Australian culture. Argues that Australians are different and unique, so US and Japanese examples of TQM in action are not accurate for Australia. Highlights strengths and weaknesses of the Australian character then describes a suitable model with its various phases: strategy, structure and action. Concludes by restating the aims of TQM compared to “old” ways of working and interrelating.

Total Quality Management (TQM) has achieved some success as a philosophy of management in manufacturing industry. The differences between the manufacturing situation and that of tertiary education are examined to identify the similarities and differences and highlight the likely difficulties in implementing TQM in tertiary education. It is concluded that, while there are substantial differences from a manufacturing situation, where TQM has achieved its most conspicuous successes, the differences work as much in favour of the success of TQM as against it.

Looks at the different types of role that the human resource function has to play in TQM and where it fits in at key stages. Describes the research project. Asserts a link is increasingly being made between the quality of service, product or process, and the quality of staff. Discusses the role of HR in TQM and the potential pitfalls. Concludes that human resources has a key contribution to make and that the role is increasing in significance. Considers that a possible major reason for the lack of success of some TQM initiatives is too much emphasis on systems and techniques to the relative neglect of HR considerations in the conceptual and planning stages of TQM. Suggests that HR professionals become more closely involved in TQM.

The purpose of this paper is to identify the organizational structure that supports the implementation of customer‐oriented total quality management (TQM).

Quality management has been developing through the interactive efforts of managers, academicians, and consultants. This paper surveys these groups of experts about the structure that supports the implementation of customer‐oriented TQM. A questionnaire including items related to TQM structure is developed. Respondents are asked to indicate to what extent the items support or impede the implementation of customer‐oriented TQM. Responses are analyzed to determine the dimensions of the instrument. Then, one‐sample t‐tests are used to determine which of the resulting dimensions support this implementation. Finally, ANOVA is used to determine the impact of the jobs of the experts and their nationalities on their perceptions of the role of the structural dimensions.

Factor analysis resulted in seven dimensions including process network, mechanistic structure, classic structure, formalization, risk aversion, organic structure, and complexity. Results show that the dimensions of process network and organic structure support the implementation of customer‐oriented TQM, while mechanistic structure risk aversion, and complexity impede it. Academicians valued the dimensions of process network and organic structure more than quality managers. Arabs and Far Easterners looked at mechanistic structure more positively than Australians, Western Europeans, and Americans. This difference may be explained by differences in national cultures.

The fit between strategy and organizational structure is essential for the success of any strategy. Many authors attributed the failures of TQM initiatives to the presence of organizational structures that are incompatible with TQM. This paper identified the structural dimensions that support customer‐oriented TQM and those that impede it. This result has important implications for managers who are planning to successfully implement a customer‐oriented TQM. This paper also has important research implications on the relationship between national culture and the structure of a customer‐oriented TQM.