The impacts of internal quality management relations on the triple bottom line: A dynamic capability perspective

被引：43
作者：
Alsawafi A. [1 ]
Lemke F. [2 ]
Yang Y. [1 ]
机构：
[1] Newcastle University Business School, 5 Barrack Road, Newcastle Upon Tyne
[2] Vlerick Business School, Bolwerklaan 21 bus 32 1210, Brussels
来源：
International Journal of Production Economics | 2021年 / 232卷
关键词：
Dynamic capabilities; Internal quality management relations; Sustainability performance; Triple bottom line;
D O I：
10.1016/j.ijpe.2020.107927
中图分类号：
学科分类号：
摘要：
This paper takes the dynamic capability (DC) theory as a theoretical perspective to investigate empirically the role of the internal dimensional view of quality management (QM) relations (management and employee) in driving sustainability performance, specifically social, environmental and economic dimensions. Data was collected from 226 UK manufacturing firms, and the relationships were empirically tested using structural equation modelling (SEM). The results show that internal management relation contributes to supporting employee relations and quality training. However, it is indirectly related to sustainability performance. In addition, management relations are indirectly connected with sustainability performance through employee relations. This study is relevant to academics and practitioners as it focuses on significant QM relations that are beneficial for the triple bottom line (TBL) of firms. As firms adopt QM relations to sustain their competitive advantage and achieve operational performance, it is crucial to identify which internal quality management relations associated with social, environmental and economic sustainability performance dimensions exert an influence. © 2020 Elsevier B.V.
引用
收藏
相关论文
共 129 条
[1]  
Adam E.E., Corbett L.M., Flores B.E., Harrison N.J., Lee T.S., Rho B.-H., Ribera J., Samson D., Westbrook R., An international study of quality improvement approach and firm performance, Int. J. Oper. Prod. Manag., 17, 9, pp. 842-873, (1997)
[2]  
Adner R., Helfat C.E., Corporate effects and dynamic managerial capabilities, Strat. Manag. J., 24, 10, pp. 1011-1025, (2003)
[3]  
Ahire S.L., Dreyfus P., The impact of design management and process management on quality: an empirical investigation, J. Oper. Manag., 18, 5, pp. 549-575, (2000)
[4]  
Ahire S.L., Golhar D.Y., Quality management in large vs small firms, J. Small Bus. Manag., 34, 2, pp. 1-13, (1996)
[5]  
Ahmed A., McQuaid R.W., Entrepreneurship, management, and sustainable development, World Rev. Enterpren. Manag. Sustain. Dev., 1, 1, pp. 6-30, (2005)
[6]  
Akdere M., A multi-level examination of quality-focused human resource practices and firm performance: evidence from the US healthcare industry, Int. J. Hum. Resour. Manag., 20, 9, pp. 1945-1964, (2009)
[7]  
Ambrosini V., Altintas G., Dynamic managerial capabilities, pp. 1-18, (2019)
[8]  
Ambrosini V., Bowman C., What are dynamic capabilities and are they a useful construct in strategic management?, Int. J. Manag. Rev., 11, 1, pp. 29-49, (2009)
[9]  
Anderson J.C., Gerbing D.W., Structural equation modeling in practice: a review and recommended two-step approach, Psychol. Bull., 103, 3, pp. 411-423, (1988)
[10]  
Anderson J.C., Rungtusanatham M., Schroeder R.G., Devaraj S., A path analytic model of a theory of quality management underlying the Deming management method: preliminary empirical findings, Decis. Sci. J., 26, 5, pp. 637-658, (1995)
12345678910