32

Chapter three: Theoretical framework

3.1Introduction:

This chapter reviews the theoretical framework related to the question of the research

and its aim to cover up the theories in the areas of KM and TQM. It concentrates on

theories related to Knowledge Management processes and TQM practices and

productivity as an important research background.

3.2 background of Knowledge Management (KM)

KM is a tried and tested management science that has been implemented by numerous

organizations across the globe; some of those organizations have more success than

others (Plessis, 2005). In addition (Wang and Ariguzo, 2004) explain that no knowledge

can exist without doing it, the competence of KM depends not only on the abundance of

information, but on the effectiveness of the user and aided tools like computer

interaction. In essence, KM is a one of the best managerial techniques that must be

applied to support the functions of the organizations in accordance with its

characteristics of extracting of knowledge from data. This asset may not be used

effectively without KM processes which led the researcher to search for more

explanations about data, and about its following stages after processing.

It has been reflected that the coverage of key KM papers has expanded into a broad

spectrum of disciplines through building an intellectual structure by examining a total of

10,974 KM publications (Lee and Chen, 2012). Per se, (Reddy, 2012) determines four

disciplines of knowledge management: organizational information processing that had

its starting point in computer technology, business intelligence that focuses on

information services, organizational cognition which specialize on an organizational

innovation, learning and sense making, and finally, organizational development, which
 33

concentrates on business strategy and human resource management. In fact, it has

approved that the sources of knowledge management thinking had many overlaps. In

addition, (Zhang, Li, Shi, and Liu, 2009) appoint that there is a lack of management and

its applications refer to its weak properties, such as the absence of systematic theory and

applied research from the perspective of the creation of knowledge from data, these

problems led to the interdisciplinary development behind the practical demands of

business applications.

3.2.1 Concept of Knowledge Management

Knowledge management is the name given to the set of systematic and disciplined

actions that an organization can take to obtain the greatest value from the knowledge

available (Reddy, 2012). Also, KM is an emerging field of specialization in a number of

professions including information science. The different professions are contributing to

and influencing the developments in KM in their own ways (Kebede, 2010). Knowledge

management is the name of a concept in which an organization consciously and broadly

gathers, organizes, shares, and analyzes its knowledge in expressions of resources,

documents, and people's skills. Thus, gathering, organizing and sharing help as the root

framework for transfer of knowledge and helps an organization to be a 'learning

organization' (Subrahmanyam, 2008).

A modified knowledge management definition appears as a system which is a relative

concept concerned with Information Technology (IT) ability to process information for

knowledge effort. IT, at later phases, is more useful to knowledge work than IT at

former phases. The relative concept implies that IT is more directly involved in

knowledge work in advanced phases, and that IT is able to maintain the more advanced

knowledge work at higher phases (Gottschalk, 2006). Also, it can be thought that KM is

a planned design of processes, tools, construction with the intention to raise, renew,
 34

share or develop the use of knowledge represented in any of the three elements. These

are structural, human, and social (Halawi et al, 2005).

Finally, (Skyrme, 2002) defined (KM) as the explicit and systematic management of

vital knowledge and its associated processes of creating, gathering, organizing,

diffusing, using and utilizing in tracking down of organizational objectives.

Related to the reviewed literature, KM can be defined as an emerging field with the

planned design of processes, tools and structures that contain a set of systematic and

disciplined actions forming a root framework for knowledge organization, which

consciously and broadly gathers, organizes, shares, and analyzes its knowledge. All of

this is in intention to raise, renew, share or improve the use of knowledge represented in

any of the three elements of the organization: structural, human, and social aspects.

Also, it can be clarified as a complementary management that leads the organization to

utilize from verification, acquisition, distribution and application of information, tools

and the overall, environment which is found in specific fields, special organizing and

certain time horizons.

Based on the above literature review, the researcher presents the following taxonomy

that explains the evolution of knowledge management concept. See table 3.1:
 35

Table3.1: Taxonomy of Knowledge Management Concept

Main-dimension Sub-dimension References

(Knowledge management) (Explanation of knowledge management concept)
concept

Library and information centers A Set of systematic and disciplined actions: effective knowledge Reddy, (2012)
management typically requires an appropriate Integration of
organizational, social, and managerial initiatives which in many
cases include deployment of appropriate technology.

Information Science Emerging field of specialization in a number of professions, Kebede, (2010)

including information science.
Learning organization Root framework for transfer of knowledge organization Subrahmanyam,
consciously and broadly to gather, organize, share, and analyze
its knowledge in terms of resources, credentials, and people's (2008)
skills.

Information technology System and learning organization driver is a relative concept Gottschalk, (2006)
concerned with Information Technology (IT) and the ability to
process information for knowledge work. IT is more directly
involved in knowledge work at higher stages, and that IT is able
to support more advanced knowledge work at higher stages.

Organizational A planned design of processes, tools and structures. The intention Halawi et al, (2005)
to increase, renew, share or pick up the use of knowledge
Perspective represented in any of the three elements: structural, human, and
social.
Small and medium enterprises Associated processes of creating, gathering, organizing, Skyrme, (2002)
diffusion, using and exploiting in pursuit of organizational
objectives.

3.2.2 Major KM Process Framework

There are a lot of studies in the literature review determine different KM Processes

stages in different areas of science, the researcher present the following taxonomy that

explains different knowledge management processes. See table 3.2:

It is concluded from the reviewing of some of KM processes that there is no cohesive

classification for those processes in different disciplines. Each field approximately

considers the same processes. Moreover, there is a lack in introducing KM processes in

similar sequence from the level of data and information verification to the stage of the

executive of the processed knowledge. Therefore, the researcher of this study seeks for

more understanding of KM processes through the best classification of processes with

efforts to organize sequenced steps for each process as follows:

 36

Table3.2: Taxonomy of Knowledge Management Processes

Main Dimension/ Sub Dimension/ Reference

KM Process Parts of KM Process
1 2 3 4 5 6
Knowledge management Knowledge Knowledge Knowledge Knowledge Knowled (Allahawiah,
functions creation Acquiring Organizing sharing ge et al., 2013)
impleme
ntation
Knowledge process Knowledge Knowledge Knowledge Knowledge (Fattahiyan, et
capabilities acquisition conversion application protection al., 2012)
Machine Tools Industry Knowledge Knowledge Knowledge storage (Lai and Lin,
creation and diffusion and 2012)
Acquisition communication
.
KM Processes for What Information Information Use Know-how Organizing Know-how (Derrick, et al,
Is known storage Application 2011)
KM Processes for How Information Information Know-how Know-how
Knowing takes place Gathering Transfer Assimilation Learning
Food sector Knowledge Knowledge storage Knowledge transfer Knowledge Massa and
creation/acquisiti and retrieval and sharing application Testa, (2009)
on
Combination TQM and KM Knowledge Knowledge Knowledge Ooi. (2009)
Acquisition application dissemination
Combination TQM and KM Identification/ Knowledge Combination Knowledge Archival Knowl Subrahmanya
Acquisition application edge m, (2008)
dissemi
nation
Knowledge management Creation Storage/ Transfer Application Manage Nevo and
Capabilities Retrieval ment Chan, 2007

KOSDAQ market knowledge Knowledge Knowledge sharing Knowledge Knowled (Lee, et al.,
creation accumulation Utilization ge 2005)
internaliz
ation
Knowledge management Knowledge Knowledge sharing Knowledge Knowledge Liebowitz and
cycle identification application creation Megbolugbe,
2003
KM approach Generation Representation Codification Application. Marshall, et
al, (2003)

3.2.3 The Important of KM for Productivity

It was emphasized that KM constructed a management philosophy and organized

methods to support the top management. It gives a level of the top management

commitment in the embodiment of knowledge, culture between the workers to develop

their skills and provide a strategic vision with clear monuments to the organization and

its goals (Allahawiah et al, 2013). In addition, KM has become increasingly important

as organizations understand that effective use of their massive and varied knowledge

assets and resources that provide them with the ability to innovate and respond to fast

changing customer expectations. Organizations develop KM capabilities to help and

support a range of vital operational and innovative activities (Birinder and Darren,
 37

2011). Also, KM is recognized as one of the most critical factors for obtaining

organizational competitive advantage (Mostafa and Maral, 2010). It has been

consistently playing a key role in many information business platforms and has

continued to gain popularity and momentum in recent years (Tsai, 2003).

Organizations are assumed to have always been oriented toward accumulating and

applying knowledge to create economic value and competitive advantage (Lee, et al,

2005). In essence, (Chinda, 2012) shows that it is hard to improve productivity in the

early stages if the organization does not have enough knowledge and experience.

Whereas, (Antonioli, Mazzanti, and Pini, 2010) explained that training activities are the

most relevant factors on labor productivity drivers, technological innovation,

organizational innovations and information and communication technology (ICT). All

of those can impact on productivity levels. In addition, sharing codified knowledge in

the form of electronic documents saved time during the task, but did not improve work

quality or signal competence to customers. In contrast, sharing personal advice

improved work quality and signaled competence, but did not save time (Haas and

Hansen, 2007).

In fact, improving productivity of knowledge workers is one of the major challenges in

today’s universal environment. Through investigative research, an attempt has been

made to identify various tools and methods. Those can develop the productivity of

knowledge workers. Effort has been made to find out perception of top level scientists

on the usefulness of various tools and techniques. Using these tools and techniques can

be encouraged in organizations for acquiring skills (Mohanta, 2010). KM has a far

reaching impact on the profession’s core values, processes, tools, technologies and

research issues, Ensuring that KM matures fully for everyone to see that it is the highest

stage of development in the organization business which is in the hands of the

 38

profession itself. Consequently, the business has to fully embrace it, nurture it, develop

it and exploit it to meet its professional contributions (Kebede, 2010). An organization

can increase its flexibility and adaptability in a rapidly changing business environment

by focusing on the efficiency of KM activities (Lee et al, 2005). Whilst, Plessis (2005)

ensures that knowledge management objectives are:

First, to create, share, harvest and leverage knowledge in order to initiate action based

on knowledge, support business strategy implementation and realization of business

objectives of the great intelligent organization through retention of corporate and

individual knowledge. More accurately, prediction of important opportunities and

growth of the corporate knowledge base increase competitive advantage, create an

innovative culture and environment and establish collaboration as a work practice

(Plessis, 2005).

Second, to improve work efficiency and increase organizational capacity through

improved decision making, improved customer service, improved solution of business

problems, increased productivity and improved leverage of corporate and individual

knowledge (Plessis, 2005).

So, knowledge management in modern thinking is a change driver, (Ruzevicivs, 2006)

Implies that: (common requirements of knowledge management and its aims have not

changed since its initiation, even if it is the amount of information, the content

dynamism, and the typical workplace).

3.2.4 KM in Manufacturing Companies

A study in the Arab Potash Organization concludes that the availability of dimensions

of knowledge management helps to optimal use of modern information systems,

facilitates managerial procedures, increases efficiency of their employees, improves

output and saves time and money (Allahawiah et al, 2013). Also, (Lapre and
 39

Wassenhove, 2001) emphasize that a firm cannot accelerate its learning curve if

knowledge about the production function is incomplete. The combination of KM with

other production systems is designed for more understanding and accurate analysis of

management information, ensuring Integration and removes the disagreement of the

information obtained by the decision maker from external sources and those obtained

from interior sources. It provides the organization with methods that enable them to

draw the necessary plans to strengthen the knowledge management processes to achieve

the primary and secondary objectives through the use of human resources and

information (Allahawiah et al, 2013).

(Lapre and Wassenhove, 2001) identify that a production line specifically sets up to

create technological knowledge about its production function through scientific

experimentation (formal learning) as opposed to learning. The organizational structure

of this line was very successful in creating technological knowledge. Formal learning

resulted in huge productivity improvements. What is more,( Allahawiah et al , 2013)

explains the capacity of the manufacturing organizations to arrange knowledge to

achieve every point in the work and every management level through using, sharing and

exchanging ideas and experiences, skills, technology and training programs. All of this

can be done through formal and informal communication systems to get a flexible

distribution point.

3.3 Introduction to Total Quality Management (TQM)

3.3.1 Concept of total quality management (TQM):

There are many forms of best management methods in operations management area.

They are Just-in-Time (JIT) technique, Material Requirement Planning (MRP), Six

Sigma, Lean Manufacturing, Enterprises Resources Planning (ERP), Supply Chain

Management (SCM), and TQM. One of the best forms of operations management
 40

practices is TQM which has received a great attention in the last two decades (Munizu,

2011). As such they're, these approaches have been proposed to improve operations

performance. Just-in-time, supply chain management, and quality management have

received considerable attention, while the three are sometimes viewed and implemented

as if they were independent and distinct. They can also be used as three prongs of an

integrated operations strategy (Kannana and Tan, 2005).

Given the fact that operations strategy development of technical, organizational,

geographical, cultural and temporal level determines the change in the number of

elements and features of the production system, the management of a sustainable

production system must meet the design of a more complex work. That would take into

consideration compliance with the environmental legislation, the quality of products or

services, customer needs, increased productivity, the needs of investors satisfaction,

wellbeing and content of employees, and last, the social needs (Todorut, 2012). To this

effect, this research focuses on one of these operational techniques that include TQM

which can be defined as a holistic management philosophy that strives for continuous

improvement in all functions of a company. It can be achieved only if the total quality

concept is utilized for the acquisition of resources to customer product (Kaynak, 2003).

Likewise, TQM targets are to provide a whole effect of organization, to modernize and

to have a constant development and rivalry power (Can and Can, 2009). Also, (Nair,

2006) clarifies a positive correlation between several TQM practices and firm

performance dimensions. TQM has been a major force that has influenced business

operations in an organizational management since the 1970s (Tsai, 2003). Teaching

TQM philosophy through good relationship and participation in teamwork supports

TQM, whereas TQM commitment, negotiation and obligations are offered to approve

TQM (Naghshbandi, Yousefi, Zardoshtian, and Moharramzade, 2012).

 41

Indeed, a company with Green Lean Total Quality Information Management practices

has generated more revenues and has an R and D facilities. However, years of company

establishment seemed not to affect the openness of the company to adopt new initiatives

that can help to improve the effectiveness of the operations. It was discovered that most

companies agreed on effective procedures which are needed in managing

systematically, storing and transferring the latest analyzed information. Lean Total

Quality Information Management focus is given in optimizing the use and sharing of the

analyzed information data. The analyzed information could be used as a feedback by

other divisions to plan and implement further improvement (Mohd, Kasolang and Jaffar,

2012).

Hence, the need of adopting the orientation towards a combination method by the

economic organizations is demonstrated by the appearance of some new versions of

international, regional and local documents. Such as, ISO standards, King Abdullah II

Award for Excellence, Malcolm Baldridge National Quality award, the Deming prize

and ISO 9000 QMS. In this study, the researcher will shed light on JQM organizations

which is a national program initiated in 2007 and introduced by Jordan Institution for

Standards and Metrology.

3.3.2 Total Quality Management (TQM) Practices

TQM practices are the most effective way to achieve a TQM. Specific objective

practices could include activities, such as processes, functions, standard specifications,

and instructions. In order to organize the practices of total quality management in a

strategic vision, it is, from the researcher's point of view, divided into four levels:

strategical, tactical, operational and individual levels. According to their implication of

application, these classifications will be chosen for the TQM practices, research
 42

framework in the next chapter. There are many practices review in the literature of total

quality management.

[Link] TQM Strategic Practices

The researcher suggested that at a strategic level, linkages exist between TQM and other

techniques, such as JIT, SCM. Whereas, some organizations may understand the

inherent relationships between TQM and other techniques which actively exploit their

synergy as those which do not purposely achieve the benefits of synergy (Kannana and

Tan, 2005). There are many strategic practices reviewed in the literature of the total

quality management as follows:

Firstly: Leadership and Top Management Commitment

Commitment of top management has been cited as one of the most important factors

which have an impact on the success for implementation of total quality management

practice in a firm (Mesbahuddin, Himangshu, and Anupam, 2007). Top management

support directly affects the implementation of Six Sigma role which considered as an

important pillar in implementing TQM, it is critical that top management accepts the

concept of Six Sigma which is willing to allocate resources to adapt the organizational

structure, policies, and processes (Zu and Douglas, 2008). Indeed, firms with a high

level of top management commitment demonstrate more effective implementation than

other implementation elements, these elements are supplier partnership, continuous

improvement, good innovation, benchmarking, human resource involvement, payment

and recognition, learning and instruction, customer focus and product quality

(Mesbahuddin et al, 2007).

The top management team at the strategic level should start a TQM transformation with

a clear understanding of why TQM is essential to its corporate objective and strategy

and how TQM philosophy fits their values. Even, if TQM is not thought to be a key
 43

success factor from the first time, it is contemplated that there will be no time in the

future when an organization is ready for TQM (Beer, 2003). Whenever this philosophy

is embraced, an organization is able to keep pace with the progress in all fields.

The high-top firms executed each of the other TQM implementation factors more

effectively than a low level of top management commitment firms. It is also found that

firms with a high level of top management commitment produce higher quality products

as compared to those with a low level of top management commitment. This was

proved by the paired sample test of these two groups: high-top and low-top management

commitment firms. This reveals how firms with stronger commitment of top

management will display a more effective quality effort along all dimensions. In turn,

this can achieve a higher product quality (Mesbahuddin et al, 2007). At the local level,

King Abdullah II Award for Excellence is the highest level of recognition of quality in

Jordan. It targets to improve the competitiveness of Jordanian businesses by promoting

quality awareness and performance excellence. This criterion focuses on the main and

vital roles of top management, and setting values and general philosophy for the

organization, as well as the designing of the training plans, including the assessment of

the training needs and their evaluation (Abu-Hamatteh, Al-Azab, and El-Amyan, 2002).

Top management also focuses on adopting and implementing the excellence concept

through ensuring financial and personal support. The criterion focuses on creating a

suitable methodology to select and maintain competent leaders at the top management

level. Leadership sub criteria are Leadership Vision, Leadership Educational System,

Leadership Support, Leadership Selection and Suitability (Abu-Hamatteh, et al, 2002).

Organizations believe that top management is highly supportive and committed to

having lean policy and lean objectives in order to promote the lean manufacturing

activities throughout the organizations and systems. To ensure smooth implementation,

 44

Kaizen Unit, the Lean Production System is established to comprise one team leader

with two employees (Mohd et al, 2012). From a leadership perspective, it is serious to

make knowledge management investments that are intended to achieve changes in work

culture, such as innovation, transparency, and openness at organizational levels in order

to meet customer needs (Anantatmula, 2009).

Secondly, Customer Focuses:

Customer is a King, Enthroned or in an Exile, (Bates and Whitington, 2009) described

the customer in an analysis of the level of customer focus in Leading Management.

Also, (Chowhan and Saxena, 2011) define the Customer Relationship Management

(CRM) as an Integration of organizational strategy, information systems, and

technology that are focused on providing a better customer product. CRM uses

emerging technology that allows organizations to provide fast and effective customer

products by developing a relationship with each customer through the effective use of

customer database information systems. In the component of customer-related processes

in ISO 9000 certification, its elements have been divided into the determination of

requirements related to the product, review of requirements related to the product, and

customer communication. CRM has two aspects to focus on. These are inputs from

customers with elements of communication, contact points and decoding as well as

outputs to customers with elements of customization, satisfaction and trust to gain

customers’ loyalty (Su, Tsai, and Hsu, 2010). CRM is a forerunner to innovation, and

CRM and innovation simultaneously contribute to firm performance. Battor and Battor

(2010) highlight that findings provide support for the proposed relationships between

CRM, innovation, and firm’s superior performance.

 45

Thirdly, Strategic Planning

TQM is an adequate way is to obtain the necessary innovation capacity to guarantee

entrepreneurial survival and competitiveness in the long-term (Santos and lvarez, 2007).

TQM practices have been implemented by firms interested in enhancing their survival

prospects by including quality and continuous improvement into their strategic priorities

(Hoqu, 2003). The result of (Prajogo and Sohal, 2006) indicates that TQM is positively

and significantly related to differentiation stratagem, and it only incompletely mediates

the relations between differentiation strategy and three performance measures, such as

product quality, product innovation, and process innovation. The proposition is that

TQM needs to be complemented by other resources to more effectively realize the

strategy in achieving a high level of performance, mainly innovation.

One of the better descriptions of the TQM is captured in the requirements for

management by Deming which focus on strategic planning. Concentrating on the long-

term objectives in order to develop a system of world quality, end the practice of

awarding business on the basis of price tag alone. Instead of minimizing total cost,

using statistical techniques can institutionalize more training and eliminate the

dependence on the investigation into their place (Herreroa, Sudan, Campoa, and Ritzelb,

.2002)

Finally: Restructuring to Achieve Innovation:

The quality system is an Integration of organizational structures, responsibilities,

procedures and management resources to implement quality-oriented economic

efficiency (Rezeanu, 2011). In stable environments for Quality Exploitation practices

provide the best performance outcomes; whereas in a dynamic environment Quality

Exploration practices with an organic organizational structure give the best results

(Shanghai et al, 2012). The implementation policy of quality management and quality
 46

ensuring based on three fundamental concepts: official approval, evaluation and

certification (Rezeanu, 2011). (Kaynak and Hartley, 2005), for their part, argue that

being certified only is not sufficient to obtain a competitive edge in the market place in

high tech firms, and to compete it, it should be based on the ability to respond to

dynamic environments and to quickly develop innovative new products. The

relationship between TQM practices and the work environment were also defined in

(Taveiraa, Craig, Jamesb, and Sainfortd, 2003) study through four separate

constructions in the work environment: Supervisor Support, Task Clarity, Task

Orientation and Innovation.

One of the reasons why managers did not find the duration adequate while

implementing TQM is that there are a lack of resources, failure in providing a decent

amount of customers, deficiency in communication, a disorder in organizational

structures, insufficiency in planning policies and strategies and management’s

incompetency to use information and resources (Can and Can, 2009). Strategic practices

draw out the analysis over longer periods of time, deal with profitable and productive.

Data that will be embodied in this study balance the needs of different interests and

update decision-making, sustaining the organization to do things correctly. Therefore,

related to the reviewed literature those dimensions are: leadership and top management

commitment and their sup-practices through the determination of vision and

sustainability focus better on providing customers with organizational strategy,

information system and suitable technology, strategic planning through concentrating

on the long-term objectives, and restructuring to achieve innovation by new structures

and procedures,Appling systems of values and evaluation metrics and creating new

behavior, attitudes or actions which achieve the requirement of strategic practices.

 47

Based on the above literature review, the researcher presents the following taxonomy

that explains different TQM strategic practices. See table 3.3

Table 3.3: Taxonomy of TQM strategic practices

Main-dimension Sub-Dimension References

TQM strategic practices TQM strategic practices variables
Leadership and top Leadership, Vision, (Abu-Hamatteh et al,
management commitment Leadership Educational System (2003).
Leadership Support,
Leadership Selection and Suitability
Customer focus Better customer service or product that is focused on providing: chowhan and saxena,
Organizational strategy ( 2011)
Information system
Technology
Strategy and planning Significantly related to differentiation strategy Prajogo and Sohal,
( 2006)
Deming obligation Concentrate on the long-term objectives Herreroa et al, (2002)

(Strategic planning)

Adapt to environmental Structures and procedures change Rezeanu, (2011)

change Applying systems of values,
Evaluations, and metrics to
Create new behavior, attitudes
Work culture readiness Implement Total Quality Culture Category: Metro et al, (2011)
Commitment and consensus
Team work and expertise
Shared values and vision.

Polices determination Three fundamental policies for implementation of quality Rezeanu, (2011)
management:
Official approval, evaluation and certification.

Work environment content Study four separate constructions in the work environment: Taveiraa et al,
Supervisor Support ( 2003)
Task Clarity
Task Orientation
Innovation

Based on the above mentioned, TQM strategic practices, provides generally track to the

practices and are closely related to the field of organization. . The organization will be

in charge of creating value through the strategic practices by managing the choices of

businesses. So the researcher proposes the phases of TQM strategic practices are:

leadership and top management commitment, strategic planning, customer focus and

restructuring to achieve innovation.

 48

[Link] TQM Tactical Practices:

Tactical practices are planned for monitoring and reacting quickly to a variety of short-

term conditions. That could focus on human resources instructions or manufacturing

production processes and continuous improvement actions. Such practices may need to

combine data from multiple operational practices. A re-examination of an

organization’s mission and objectives must be made in which alternative strategies can

be generated and evaluated. Performance problems can derive from appropriate mission

statements and objectives that provide a means to brainstorm alternative strategies.

There are many tactical practices in the literature review, which are related to the Total

Quality Management:

First: Employees focus

Low means of teamwork and quality groups propose to persuade teamwork. Being good

in a team is due to the new habits can be learned. Experts can teach staff to feel

satisfied in teamwork. Educational workshops, related movies, and bonuses are essential

to attract individuals in teamwork. Also, managers of organizations can involve staff in

problem solving to decrease their objection to TQM implementation. (Naghshbandi et

al, 2012). who can use several ways to decrease objection to TQM approval at the level

of infrastructure practices may complement the traditional workforce management

practice with the Six Sigma role structure to expand their organization’s ability in

developing employees for a continuous improvement (Zu and Douglas, 2008).in an

another study ensured that, The 11-15 year experienced staff have more readiness for

TQM approval than others. Staff, especially, those with less than 10 years experience

should be informed about the philosophy of quality. Awareness of TQM makes trust

among staff who finds it useful to implement low mean of TQM. Approval among more
 49

than 15 years experienced staff results from the aging effect on objecting change.

Managers (Naghshbandi et al, 2012), What is more important is that Also, it would

seem reasonable to expect that an increase in training will produce a corresponding

increase in employee involvement with their jobs and in increased awareness of quality-

related issues (Kaynak, 2003).

Secondly: Process management:

In essence, general requirement of ISO 9001:2000 involves that the organization shall

identify the processes needed for the quality management system and their application

throughout the organization. Influential the sequencer and interface of these processes,

influential criterion and methods desired to ensure that both the operation and control of

these processes are effective. Making sure the availability of resources and information

necessary to support the operation and monitoring of these processes, monitor, and

measure and analyze these processes. Implementing actions are necessary to achieve

planned results and continual improvement of the system. These processes shall be

managed by the organization in accordance with the requirements of this international

standard (Warnes, 2007).

Finally: Continuous Improvement

Various quality approaches and business improvement programs have been implied.

These include Malcolm Baldrige National Quality Award Criteria, Kaizen, JIT, Six

Sigma and lean manufacturing exist for organizations to enhance quality-focused

continual improvement efforts which are important to improve product quality,

customer satisfaction, productivity, efficiency, bottom-line performance, effectiveness

and profitability (Sadikoglu, 2005).

Middle, Boer, and Fisscher (2006) point out that the distinctiveness of continuous

improvement is clear strategic support, vision and goals which are joint between all
 50

members, communication and perception of strategy to all members, intra-

organizational loyalty, loyalty to training and personal progress. Equilibrium between

long-term and short-term development viewpoints, official problem solving cycle,

capture and reassignment of learning, efficient and open communication and

information sharing, equilibrium between top-down and bottom-up improvement

initiatives, shared principles in the benefits of small step improvements

empowerment/delegation of decision making. The catalyst role, the initiator, expert,

porter and problem solver roles and wide range of tools that can be used and applied in

the process, flattened hierarchy, position-based power. What is more, (Wu and Barnes,

2009) displayed an application of The PLAN-DO-CHECK-ACT (PDCA) cycle, which

provides the continuous improvement method in the framework that involves the quality

management scheme which relates to concepts of a person's contribution, process,

accurate and systems approaches.

(Vehacharta , 2010) implement the (PDCA-cycle) of Deming; divided the procedure of

continuous improvement practice into four phases: Plan: supervision preparation,

search for problems, present status analysis, goal setting, modify planning; Do: the

operation of the TQM design was made by producing quality manual and writing

supervision procedure manual and working procedure, generating assessment report of

quality management, review of the task performance; Check: this stage dealt with

auditing the TQM performance assessment and standardization; Action: this phase

called for summarization of TQM outcome.

Tactical practices draw out the analysis over a short-term condition subjected to

constant ads and updates which must be designed for performance. The data needs to be

structured to perform this processing at the required level of speed and efficiency. What
 51

is included in the literature review, human resources activities are out of expanding their

organization’s ability in developing employees for continuous improvement, identifying

the processes needed for the quality management system and their application

throughout the organization. All of the above are actions which achieve the requirement

of tactical practices. Based on the above literature review, the researcher presents the

following taxonomy that explains different TQM tactical practices as described in table

2.4:

Table 3.4: Taxonomy of TQM Tactical Practices

Main-dimension TQM Sub-Dimension References

tactical practices TQM tactical practices variables
Military force staff Experienced staff has more readiness for TQM approval than others Naghshbandi et al,
(2012)

Workforce management Organization’s ability in developing employees for continuous improvement Zu and Douglas,
(2008)

Military force staff Experts can teach staff to feel satisfaction in teamwork Naghshbandi et al,
Educational workshops (2012)
Related movies
Employee training An increase in training will produce a corresponding increase in employee Kaynak, (2003)
involvement with their jobs and in increased awareness of quality-related issues

Process management Identify the processes Warnes, (2007)

Determine the sequence and interaction of these processes
Determine criteria and methods needed, ensure the availability of resource
information
Monitoring of these processes,
Measurements and analyses these processes
Implement actions necessary to achieve planned results
Continual improvement of the system,
Continuous Imply various quality approaches and business improvement programs: Malcolm Sadikoglu, (2005)
Improvement Baldrige National Quality Award Criteria
Kaizen
JIT
Six Sigma
Lean manufacturing
Continuous Clear strategic vision and goals Middel et al, (2006)
Improvement Personnel development balance between long-term and short-term improvement
Formal problem solving cycle
Capturing and transfer of learning
Communication and information sharing
Balance between top-down and bottom-up improvement initiatives
Shared belief in the benefits of small step improvements
empowerment/decentralization of decision making
Continuous The PDCA loop Wu and Barnes, (2009)
Improvement quality management system
concepts of people involvement, process, factual
systems approaches
PDCA-CYCLE PLAN- supervision Vehacharta,( 2010)
DO – producing quality manual and writing supervision procedure
CHECK – auditing the TQM performance assessment and standardization.
ACTION – summarization of TQM outcome.
 52

One responsibility of the organization is to manage its business units, so that each

practice is competitive and contributed to corporate purposes. At this level, the strategic

issues are about both practical coordination of operational practices and about upward

and sustaining a competitive advantage for the products the organization formed. TQM

tactical practices can be proposed based on above mentioned taxonomy, consist of three

phases: process management, employees focus and continuous improvement.

[Link] TQM Operational Practices

By explicitly and effectively integrating TQM with other techniques and practices into

operations practices, the probable exists to insert worth and to better position oneself to

respond to competitive pressures. At this level, TQM and other technique practices can

be deployed together to generate importance. The degree to which a variety of practices

connect with each other and with performance is evidence that while the combination

between TQM and other techniques may have distinct distinctiveness and goals. There

are essentials of each that are common and which can be successfully reinforced by

each other (Kannana and Tan, 2005). There are many operational practices review in the

literature of total quality management:

First: Measurement System

As the researcher mentioned before, better descriptions of the TQM are captured in the

requirements for management of Deming through the measurement system which in use

focus on methods as checking behavior, cause-effect diagrams, flow charts, and so

forth. These requirements also demonstrate the defects of the system and achieve a

continuous improvement of the system. It provides supervisors and employees with

training about using statistical tools and assure that those tools are used in order to

identify areas that need additional studies and corrective actions, reduce fear by
 53

encouraging the workers to identify the defects of the system and help them find

solutions, examine the standard of work. (Herreroa et al , 2002) who enhance that the

study of (Raja, Bodla, and Malik , 2011) prove that the flow charts are the most widely

used quality tool used to improve product quality in the chosen manufacturing firms.

Organizations use various devices to foster collective goals, individual and

organizational. In the same perspective, organizations require the direction to succeed.

A commitment to TQM provides and requires the measurement indicator systems, such

as the balance score card which provides control and steer their employees and

processes to ensure their continued future success (Hoque, 2003). The use of tools and

techniques for quality improvement is necessary for quality improvement. Hence, the

weakness of certified firms is a lack of, support for and commitment towards the use of

tools and techniques for quality improvement, mainly regarding the basic tools (Tari

and Sabater, 2004).

Secondly: Information Analysis

At the level of core practices, it is important to emphasize on using the Six Sigma

structured improvement procedure and performance metrics to motivate and guide

improvement activities in product design and process management with the supply of

timely and accurate quality information. (Zu and Douglas, 2008) collect and use quality

data which are impossible without training, but training alone will not sustain an

improvement effort. Employees must receive quality data in a timely manner and use it

effectively. (Kaynak, 2003).

Operational practices draw out the analysis over short-term conditions when compared

to tactical practices. Operational practices focus on achieving strategic and tactical

objectives and strategies by maximizing resource productivity. They also focus on

 54

marketing strategy that deals with pricing, selling and distributing a product. The

financial strategy that examines the financial implications of strategic and tactical

options identifies the best financial course of action. It contains Research and

Development Strategy that deals with product and process innovation and improvement.

According to the literature review, measurement systems such as the balance score card

provide control and steer the employees and processes with the supply of timely and

accurate quality information analysis. Those actions achieve the requirement of tactical

practices. Based on the above literature review, the researcher presents the following

taxonomy that explains different TQM operations as described in table 2.5:

Table 3.5: Taxonomy of TQM operational practices

Main-dimension Sub-Dimension References

TQM operational TQM operational practices variables
practices
Measurement system Cause-effect diagrams Herreroa et al, (2002)
Flow charts provide supervisors
Using statistical tools Raja et al, (2011)

Measurement indicators Balance score card Hoque, (2003)

Quality tools and The use of tools and techniques, mainly regarding the basic tools. Tari and Sabater,
techniques (2004)

Timely and accurate Using the Six Sigma structured improvement procedure Zu and Douglas,
quality information Performance metrics (2008)

Collecting and using Collecting and using quality data are impossible without training; employees must Kaynak, (2003)
quality data receive quality data in a timely manner and use it effectively.

TQM operational practices are the practices of the operating TQM divisions and

departments. The strategic issues at the operational practices are related to value chain,

functional level strategies in R and D, operations, manufacturing, marketing, finance,

and human resources involve the development and coordination of resources through

business unit level strategies can be executed effectively and efficiently. The

performance measurements that can be applied at this level are sales, market shares,

contribution margin, and customer [Link] on the above mentioned taxonomy

 55

TQM operational practices consist of two phases: information analysis and

measurement system.

[Link] TQM individual Practices:

Individual level in the organization have been mentioned in few studies concentrating

on knowledge, such as the study of( Hamidi and Meftahi, 2012) which clarified that

KM connects perception investment to better results, both at the individual as well as at

the strategical level, also the study o the (Xu and Quaddus, 2012 )appointed that

Individual factors, external inspiring organizational factors and task complexity are the

significant factors which influence the perceived usefulness of knowledge management

systems. In addition the study of (Anantatmula, 2009) which clarified that it is serious

to make knowledge management to achieve changes in work culture such as innovation,

at an individual level in order to meet customer needs, the previous review of literature

require the insertion of supposed individual level to the practices of TQM to investigate

the combination, There are two individual practices of Total Quality Management:

Firstly: Personnel Competences

Employee's participation skills are critical to successful innovation implementation of

TQM. Experience and research demonstrate the difficulty of customer focused

strategies execution to be successful without employee participation skills (Susan, et al,

2010). As the researcher mentioned before in the leadership commitment practice

having a lean policy and lean objectives promote the lean manufacturing activities

throughout the organizations to ensure smooth implementation of [Link], Kaizen

Unit is established to comprise one team leader with two employees; The functions of

the Kaizen Unit are to ensure that the lean objectives can be accomplished especially in
 56

promoting employees skills, Lean production system is trainer and executive for each

department is hired. This is to make certain that knowledge of lean production system

can be spread widely. Besides, employee suggestion scheme is introduced in order to

encourage all employees doing continuous improvement around their work area and

provide ideas that can improve the company overall performance and productivity

(Mohd et al, 2012).

Personnel competences seek for combination of quality and safety. If the evolution of

quality management is analyzed, the results should show that three stages exist: quality

control, quality assurance, and total quality. If the same analysis is carried out for the

safety management system, three similar stages would be found: safety control, safety

assurance or guarantee, and total safety (Herreroa et al, 2002). Small working groups

are established to implement the idea. Small token is given to the employee and 15%

out of the cost saving achieved from the improvement activity is given to the Small

Working Groups. These benefits, hopefully, will encourage more improvement

activities that will not only benefit the employees but the company as well. (Mohd et al,

2012).

Secondly, Cultural Change and Building Trust

It is suggested that creating culture and condition is vital to implement TQM

(Naghshbandi et al, 2012). Quality policies are real force and motivation fields that can

generate themselves from the decider. These policies are structured on institutional

objectives and on objectives of organizational culture. In the first case, the structures

and procedures are followed, and in the second case, it aims at systems of values,

evaluations metrics and creating of new behavior attitudes (Rezeanu, 2011). (Mitera,

Whitton, Gutierrez, and Robson ,2011) find that 90% percent of managers and 50% of

employees participated in TQM practices. There was a concordance between managers

 57

and staff that overall organization departments show evidence of a work culture that

somewhat resembles TQM culture. When the strategies designed for on-going

continuous improvement, it can benefit staff, managers, and continuity of customer

focus. Through Total Quality Culture Category control versus commitment, command

versus consensus, individual versus team work, experts and labor versus experts, one

right way versus continuous improvement, and unstated versus shared values and

vision.

Another study indicates that TQM strongly influences firm’s innovative culture and

higher administrative innovation levels with a greater degree of incorporated novelty,

whereas the mediating function of innovativeness is obligatory for TQM to achieve this

impact on technical innovation. These relations significantly differ under different

levels of market confusion, but results add force to the reflection of TQM as an

appropriate resource to foster innovativeness and organizational innovation (Santos and

lvarez, 2007). On the other hand, specific cultural dimensions are statistically related to

quality management effectiveness (Kull and Wacker, 2010). See table 3.6

Table 3.6: Taxonomy of TQM Individual Practices

Main-dimension Sub-Dimension References

TQM individual TQM individual practices variables
practices

Frontline employee Front-line employee participation is critical to successful innovation Susan [Link],( 2010)
Personnel competences:

Knowledge worker Kaizen Unit is established to comprise one team leader with two employees. Mohd et al, (2012)
provide ideas that can improve the company overall performance and productivity.

Safety management Seek for the combination of quality and safety, three stages would be found: safety Herreroa [Link], (2002)
Worker control, safety assurance or guarantee, and total safety

Small Working Groups Small Working Groups are established to implement the TQM. Mohd et al, (2012)

adapt to environmental Structures and procedures change Rezeanu, (2011)

change apply systems of values
evaluations metrics
creating of new behavior Attitudes
Work culture readiness commitment and consensus Mitera et al , (2011)
team work and experts continuous improvement,
shared values and vision.
 58

TQM individual practices are activities which seek for sustain and application from

workers and teams To be parallel with strategic practices, these individual initiatives are

not always sufficient to solve the problem of workplace. There must be a synergy with

overall previous practices. based on a the above mentioned taxonomy The researcher

derives a new classification of TQM individual practices that describe more valid

practices of TQM practices consist of two phases: personnel competences, cultural

change and building trust.

3.3.3 The Important of TQM for Productivity

Productivity is one of the most common measures of an organization’s competitiveness

(Chinda, 2012). For this reason, productivity involves in many production processes,

such as reduce waste, work process, no value task, and increase product output and

quality (Waroon and Ussaha, 2010). The system of organizational performance is a

complex relationship between six performance criteria: innovation, effectiveness,

efficiency, productivity, quality, and profitability (Sink and Tuttle, 1989). However, it is

reasonable to think that lowering management quality will have effects on productivity

that go beyond the change in private returns. Good management may also be important

for the implementation of new technologies (Feyrer, 2011). For instance, (Chinda, ,

2012) shows that commitment and support from leadership is important in improving

productivity in the food industry as it influences the implementation of the four other

factors; namely, strategic quality planning, data and information, people, and process

management.

(Musa and Alawad, 2011) showed that the implementation of TQM has positive

effects on poultry processing plants' productivity. Some independent variables such as

prevention focus, management commitment and measurement system and analyses are

considered as major and critical determinants of productivity parameter. It is believable

 59

that the management will run into difficulties in order to improve productivity and to

move up the value-added ladder of the product chain, where systematic management, a

disciplined workforce and thorough quality control are essential (Yeung and Mok,

2005).

3.3.4 Total Quality Management (TQM) in Manufacturing Companies

The classification of plants across the manufacturing field was based on the following

related variables: degree of product customizing, production volume, percent of new

product introducing, process typology, internal item variety, and internal run sizes

(Sousa, 2003). What is more, (Goldstein and Naor , 2005) list other operations-related

quality variables. These are information and analysis, staff focus, and process

management. (Yeung and Mok ,2005) verify that manufacturing organizations adopt the

TQM certifications such as International Standards Organizations (ISOs) to fulfill

market requirements and maintain their international competitiveness. That

implementation of ISOs is costly, at least during the transitional period. It has to be

emphasized that the reduction in competitiveness experienced by some manufacturers

during the transitional period is largely due to a lack of preparation before execution,

sooner than to the insufficiency of the ISOs.

Likewise, (Raja et al , 2011) assert that ISO 9001 quality assurance certificate is mostly

used in the manufacturing firms. The commitment of managers at top management level

is vital for successful implementation of TQM. Customer satisfaction and product

quality performance have increased due to different quality initiatives adopted in the

selected manufacturing firms of the study.

3.4 The Combination between KM and TQM on Productivity

The dependent variable of this study is productivity; the perspective of that variable

took consideration from literature derived from section (3.2.3) on the importance of KM
 60

on productivity and from section (3.3.3) on the importance of TQM on productivity, as

follow:

Measurement of productivity is an outstanding method to estimate a country’s

capability to supply a civilizing standard of living for its people, increasing productivity

is seen as a key topic for survival and achievement in the long term (Chinda, 2012). The

conception of productivity has recognized increasing awareness, both in the

manufacturing and service sectors. The most common measurement to investigate the

impact of combination between KM processes and TQM practices on productivity is the

labor productivity measurement. Labor productivity (LP) is defined as a proportion

measure of output. The amount of goods and services that a worker produces in a given

amount of time, such as total hours worked. It is a part of different types of productivity

that an economist measures. Workforce productivity can be measured for an

organization, a process, a sector, or regional and national level. But it is usually studied

only with respect to the work of laborers instead of managers and professionals. The

importance of measuring labor productivity manifested on that its rate is usually a

significant part of total expenditure. Business effectiveness and organization's

prosperity directly related to useful utilize of labor in order to continue competing, a

business requirement to remain its unit costs down, and to achieve high labor

productivity is not a simple task.

(Erick and Chung, 2006) suggest that organizations need to focus on their current

practices away from mostly financial measures and toward developing more knowledge

specific challenging work, increase team activities, increase personal recognition, and

provide fair upward mobility opportunities. In addition, managers can influence

knowledge workers with organizational influence, like friendliness, bargaining, rational

reasoning, assertiveness, coalitions, sanctions, consultation, inspirational appeal, and

 61

higher management support were measured for effectiveness. (Chinda , 2012) shows

that it is hard to improve productivity in the early stages if an organization does not

have enough knowledge and experience. (Antonioli et al , 2010) explain that training

activities are the most relevant factors on labor productivity drivers. Improving

productivity of knowledge workers is one of the major challenges in today’s global

environment. Through exploratory research, an effort has been made to identify various

tools and techniques which can improve productivity of knowledge workers (Mohanta,

2010).

However, it is believed that management will run into difficulties in additional

improving of productivity and in moving up the value-added ladder of the product

chain, whereas systematic management, a disciplined workforce thorough quality

control are essential (Yeung and Mok, 2005). Combination studies differ from research

to another related to the way of thinking about the subject of the study. For example, on

one hand, (Prajogo and Sohal ,2006) examine the co-alignment between TQM and

Technology, Research and Development (R and D) management in predicting

organizational performance in an Integration business framework. The analysis carried

out through the investigation whether the statistical interaction between TQM and

technology predict performance. On the other hand, the study of (Loke, Downe,

Sambasivan and Khalid ,2012) integrates TQM and KM into a combined structure to

study and supply chain learning among partnering organizations. The analysis carried

out through another investigation whether the TQM change in regard to KM practices

affecting learning among supply chain partners. This means that high levels of TQM

practice lead to greater levels of KM practices and greater learning among supply chain

partners. There are a lot of studies that showed the combination between KM and TQM

through exploring the differences and the commonalities between the both practices
 62

below. Based on the literature review, the researcher presents the following taxonomy

that explains the combination between KM process and TQM practices as described in

table 3.7

Table 3.7: Taxonomy of KM and TQM

Main Dimension Sub-Dimension References

(KM process-TQM practices) (KM process-TQM practices)
Variables
TQM practices Continuous improvement through The Maruta ,( 2012)
use of the Timed-PDCA concept
KM process Innovation Workers through knowledge
creation
TQM practices Leadership, strategic planning, Ooi,(2009))
information and analysis, process
management, employees focus and
customer focus.

KM process Three elements of knowledge:

acquisition, knowledge application and
knowledge dissemination

TQM practices Six Sigma can produce dissimilar types (Adrian, et al., 2007)
of learning and knowledge,
KM process dissemination of learning and
knowledge
KM process Communities- of- Practice Ribiere et al(2004)
Synchronous Communications
Collaborative Services (calendar and
scheduling, task management, survey
voting and polling, workflow)
Knowledge Engineering, Taxonomies,
Mapping, Knowledge discovery (Data
warehousing, Data mining, Expert
systems) Culture change, , Leadership,
Intellectual Capital/ Property.
KM characteristics Localized, Communicated
Provisional Pragmatic Jayawarna and Robin(2009)

TQM characteristics Formality (Control)

Flexibility (Creativity)

TQM practices Continuous improvement: talent hunt, Subrahmanyam (2008)

innovative projects, R and D, joint
collaborations, buying know how (what
is this?) Learning’s from International
certification process learning from
abandoned projects.
KM process Identification, Harvesting, Acquisition,
Development

Ruzevicius,( 2006)
The value orientations and quality
culture, social quality ,quality of
TQM measures economic management, organizational
performance and business excellence;
qualitative diversity of products,
Product quality and their environmental
indicators design, quality management
systems, comparative, testing of product
quality and other, infrastructure for
quality assurance.
KM measures intellectual capital; information
technology
 63

TQM practices Leadership, customer focus, strategic Prajogo and Sohal (2003)
planning, information and analysis Prajogo and Sohal (2004)

KM process

TQM practices Customer satisfaction, continuous Lindermana et al (2004)

improvement, and system view

KM process Socialization (tacit to tacit),

externalization (tacit to
explicit), Integration (explicit to
explicit), and internalization (explicit to
tacit)
TQM practices Methodological elements: employing Adrian et al (2007)
common metrics, adhering to a stepwise
problem solving approach, analyzing
with a set of tools.
Contextual elements: Providing support
through leadership, Ensuring resource
availability, Setting challenging work,
Building trust

KM process Knowledge types (explicit and tacit) and

learning processes (Exploratory and
exploitative learning).

The importance of this section is to highlight a comprehensive KM processes, TQM

practices and productivity framework by including classification of KM processes and

TQM practices which have been already combined in previous studies that are in turn,

gives sign for the research framework proposed in the next sections.

3.5 Proposed Knowledge Management Processes framework:

The activities of economic organizations dealt with different points of view about KM

processes. One focused on the fact is that the existing knowledge is in the human

resource. Another viewpoint dealt with them as economic entity processes that can be

found and accumulated. Thereby, management should focus on guiding the organization

towards knowledge management which devotes institutionalization of knowledge. It

must also focus on implementation to ensure that the effectiveness of cognitive

knowledge management processes in all units of the organization is complementary. In

the light of this, it is found that various researchers differed on the number of

knowledge processes and their orders. Thus, the researcher has proposed and developed

a theoretical and consistent framework of KM processes. Based on a detailed analysis of

various frameworks presented in KM processes literature in section (3.2.5), the main

 64

emphasize was focused on a well nigh comprehensive classification of KM processes.

Literature in this section has different synonyms for every process that was found. That

includes knowledge verification, allocating, distribution and execution which have been

chosen for the current research framework as follows:

3.5.1 Stages of Knowledge Verification Processes

The first stage of KM processes begins with the verification process; those activities

include identification, acquiring, capturing, generation, and creation. The researcher

derives a more robust KM processes in figure 3.1 that describes a more valid process of

knowledge based on the taxonomy of KM processes as in table 3.8

Table 3.8 Taxonomy of Knowledge Verification (KV) Process

\Main dimension \Sub dimension References

KV process Parts of KV processes
Knowledge verification Knowledge identification Subrahmanyam (2008)
Deng and Yu (2006)
Liebowitz and Megbolugbe, 2003

Knowledge acquiring Allahawiah et al ( 2013)

Marshall et al (2003)

Fattahiyan et al (2012)
Lai and Lin (2012)
Massa and Testa, (2009
Ooi (2009)
Subrahmanyam (2008)

Knowledge capturing Deng and Yu (2006)

Derrick et al (2011)

Knowledge generation Marshall et al (2003)

Lee et al (2005)

Knowledge creation Allahawiah et al ( 2013)

Lai and Lin (2012)
Massa and Testa, (2009)
Nevo and Chan (2007)
Lee et al (2005)
Marshall et al (2003)
Liebowitz and Megbolugbe, 2003

(1) Knowledge identification is the degree of ability to streamline a recognition

which serves to distinguish between what is not knowledge and what is valid

knowledge at the core of organizations in its two types tacit and explicit, both
 65

coded or not. Previous studies of Subrahmanyam (2008); Deng and Yu (2006);

Liebowitz and Megbolugbe(2003)appointed to that process, particularly

Subrahmanyam, (2008) consider identification or harvesting of knowledge is the

birth through an interview-based approach for extracting tacit and implicit

knowledge from experts.

Knowledge acquiring is obtaining knowledge  from resources which are external )2(

to an organization and can be hired or purchased. Previous studies of

Allahawiah et al ( 2013); Marshall et al (2003) talk about knowledge acquiring

in which Allahawiah et al (2013) assert that the impact of information

technology existence include hardware, software, security, and usability on

knowledge acquiring as a dimension of knowledge management processes is

high. Also, acquiring can be defined as a convincing value of creation strategy

(Chua and Goh, 2009) or the process of generating knowledge internally or

gaining it from external sources (Massa and Testa, 2009). Fattahiyan et al

.(2012) Lai and Lin (2012), Ooi (2009) Subrahmanyam (2008) all ensure that

Knowledge capturing is captivation of new knowledge through using a selection )3(

of tools to extract facets of an individual's practical knowledge, such that vision,

experiences, social networks and lessons learned can be shared to moderate

organizational knowledge loss. Previous studies of Deng and Yu (2006),

Derrick et al (2011) point out that process, Deng and Yu (2006) determine its

position in KM processes approach as the successor of identifying process and

.predecessor of storing process

Knowledge generation is procreation or innovation process includes the change )4(

of current state by participation of teamwork, supporting work-grouped or by

using frameworks such as the socialization, externalization, combination,

 66

internalization (SECI) Nonaka model. Indeed, generation process is the key to

growth (Martin and Schulze, 2005). It has an impact on the activities which lead

to more learning and more improvement in any process (Tarı and Castejon,

2007). Moreover, it is conscious and intentional which includes acquisition,

.fusion and knowledge networking (Davenport and Prusak, 2006)

(5) Knowledge creation is the ability to embody the knowledge in the product that

the organization supply, quality management practices create knowledge.

This leads to organizational performance, taking a knowledge-based view of the

firm provides a deeper understanding of why some organizations are more

successful at deploying quality management practices than others (Linderman,et

al, 2004).see figure 3.1

Knowledge verification

Knowledge identification

Knowledge acquiring

Knowledge capturing

Knowledge generation

Knowledge creation

Fig 3.1 Knowledge Management Verification Process

3.5.2 Stages of Knowledge Allocation Processes:

The second stage of KM processes is knowledge allocation to achieve process of

knowledge allocating; the researcher derives a more robust KM processes. See table 3.2.
 67

That describes a more valid process of knowledge based on the taxonomy of KM

processes as in table 3.9.

Table 3.9: Taxonomy of Knowledge Allocation (KA)

\Main dimension \Sub dimension References

KA main process Parts of KAprocesses
Knowledge Allocating Knowledge organizing Allahawiah et al ( 2013)
Derrick et al (2011)

Knowledge codification Fattahiyan et al (2012)

Marshall et al (2003)

Knowledge sharing Allahawiah et al ( 2013)

Massa & Testa, (2009)
Lee et al (2005)
Marshall et al (2003)
Liebowitz and Megbolugbe, 2003

Knowledge storage Lai and Lin (2012)

Derrick et al (2011)
Massa & Testa, (2009)
Deng and Yu (2006)

Knowledge integration Lai and Lin (2012)

Subrahmanyam (2008)
Marshall et al (2003)

Knowledge organizing is series of activities that include the classification of )1(

concepts, such as building custom hierarchies, associating attributes (properties),

indexing and classification performed in libraries, databases, archives, and mapping.

These activities are done by librarians, archivists, subject specialists as well as by

computer algorithms. Allahawiah et al (2013) define this process as the ability of

the organization to reach every point in the work, every administrative level through

use, share and exchanging ideas and experiences, skills, technology and training

programs through formal and informal communication systems to get a flexible

distribution point. So that sorting at this level is a positive sign because coping with

.knowledge is a basic characteristic of successful organizations

(2) Knowledge codification is a dependent process of restructuring knowledge in a

patterned way as transforming tacit knowledge into explicit knowledge, and finds a

suitable formula for this process. The dependency in this definition extracts from
 68

previous studies of Fattahiyan, et al 2012 in that codification process alone is not

directly related to organizational performance

(3) Knowledge sharing is the participation of explicit knowledge through articulation,

awareness, access, guidance and completeness of knowledge, and tacit knowledge

which occur through different types of socialization. This includes informal

networks which are the provision of space where people can engage in unstructured

or unmonitored discussions. Previous studies of Allahawiah et al ( 2013) ; Massa

and Testa, (2009); Lee et al (2005) Marshall et al (2003); Liebowitz and

Megbolugbe (2003) appoint to this process and the importance of theirs studies in

KM.

(4) Knowledge storage is extracts data occupied by numerous knowledge processes and

organizes it in a way that endows with meaningful knowledge to the business, which

can be an entrance for future reference through different techniques, such as data

warehouses, knowledge warehouses, data marts, data repository, content and

document management systems. Consequently, the retrieval processes of

knowledge structuring and storing will make it more formalized and accessible

(Massa and Testa, 2009). Lai and Lin (2012) Derrick et al (2011) Deng and Yu

(2006).

(5) Knowledge Integration is the task of defining how new and preceding knowledge

assists while incorporating new information into a knowledge base by make

multiple knowledge frameworks into a general framework then unexpected

relations may require changes to the knowledge base. This duty is persistent because

significant knowledge bases must be developed incrementally. Kinds of knowledge

are added separately to a growing body of knowledge.

 69

Knowledge allocation

Knowledge organizing

Knowledge codification

Knowledge sharing

Knowledge storage

Knowledge integration

Fig. 3.2. Knowledge Management Allocation Process

3.5.3 Stages of Knowledge Distribution Processes:

Knowledge Distribution (KD) is the third process in the current framework; there are

three sub-phases: knowledge diffusion, knowledge transfer and knowledge

dissemination.

Table 3.10 Taxonomy of Knowledge Distribution Process (KD)

\Main dimension \Sub dimension References

KD main process Parts of KD processes
Knowledge distribution Knowledge diffusion Lai and Lin (2012)

Knowledge transfer Derrick et al (2011)

Massa & Testa, (2009)
Nevo and Chan (2007)

Knowledge dissemination Ooi (2009)

Subrahmanyam (2008)

Knowledge diffusion is an uncontrolled dissemination process of establishing a )1(

fundamental social network structure and a particular design of interaction

policy driving knowledge transmission. This process takes place when a

manager sends his knowledge to everyone is directly connected. Resulting in

 70

social learning, the inspection how knowledge spreads through a network is in

which knowledge worker interact is by sound of mouth. Previous study of Lai

.and Lin (2012) appoint to such process

(2) Knowledge transferring is the process which every unit, group, department, or

division is affected by successful communication of useful information within a

particular context from the experience of another. previous studies of Derrick et

al (2011); Massa and Testa, (2009); Nevo and Chan (2007) appoint to such

process.

(3) Knowledge dissemination is an effective process to communicate knowledge to

potential users by aiming, tailoring and packaging the knowledge for a particular

target by different tools which include knowledge, brokers and networks.

previous studies of Ooi (2009); Subrahmanyam (2008) appoint to such process.

Based on the above mentioned definitions of Knowledge distribution, the

researcher suggests the following three sub stages:

Knowledge distribution

Knowledge diffusion

Knowledge transfer

Knowledge Dissemination

Fig. 3.3 Knowledge Management Distribution Process.

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3.5.4 Stages of Knowledge Execution Processes (KE)

The fourth stage of KM processes is knowledge execution To achieve the process of

knowledge executive, there are three sub-phases of this process: the implementation,

application and utilization of knowledge. See table 3.11.

Table 3.11 Taxonomy of Knowledge Execution Process (KE)

\Main dimension \Sub dimension References

KE main process Parts of KE processes

Knowledge execution Knowledge implementation Allahawiah et al ( 2013)

Lai and Lin (2012)

Knowledge application Fattahiyan et al (2012)

Derrick et al (2011)
Ooi (2009)
Subrahmanyam (2008)
Nevo and Chan (2007)
Liebowitz and Megbolugbe, 2003

Knowledge utilization Lee et al (2005)

(1) Knowledge implementation is achieving and fulfilling knowledge as it is,

carrying out and practicing the standards of attained knowledge that must follow

any preliminary thinking in order, for something to deploy.(Allahawiah et al

, 2013) appoint and explain that standards support the implementation of

knowledge management by the top management which helps the use of modern

information systems to facilitate administrative procedures, increases efficiency

of their employees, improves output, and saves time and money.

Knowledge application is the capacity of being usable by benefiting from )2(

implemented knowledge through mixing it with other components in the

organization. Fattahiyan et al (2012); Derrick et al ; (2011); Ooi (2009);

Subrahmanyam (2008); Nevo and Chan (2007); Liebowitz and Megbolugbe

(2003) confirm this. Fattahiyan et al (2012), from their part, find that the
 72

application process was significantly benefiting the organizational performance.

It knows how the application can contribute to a high performance in units with

value creating practices. Accumulated information, talent and intuitive know-

how have a low proportion of tacitness and are difficult to learn (Derrick et al ,

.2011)

(3) Knowledge utilization: it achieves a profitable carry out by which knowledge

performance is measured and business success determined. It is the measure of

the actual revenue earned by applying knowledge against the potential revenue

the organization could have earned. ( Lee et al , 2005) ensures that only

knowledge which has been previously, represented, communicated and

generated can be utilized from in practice, either at an organizational level

through concrete products or services or on an individual level when applying

acquired knowledge.

Knowledge Execution

Knowledge implementation

Knowledge application

Knowledge utilization

Fig.3.4 Knowledge Management Execution Process

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3.5.5 Knowledge Management Processes Framework:

Based on the research problem in section 1.4, Can TQM practices mediate KM

processes to improve productivity at Jordanian manufacturing companies

(JQM)?"There has been an insist to propose a comprehensive framework for KM

proceeses which has appeared at all obtainable studies from all available resources. The

comprehensive framework for KM processes consisting of master classification of the

sub-phases of KM processes are (a) verification process: there are five sub phases that

have to be in use. Those activities include identification, acquiring, capturing ,

generation, and creation of knowledge; (b) knowledge allocating: there are five sub-

phases which include organizing, codification, sharing, storage and integration of

knowledge; (c) knowledge distribution: there are three sub-phases: diffusion, transfer

and dissemination of knowledge; (d) knowledge executive: there are three sub-phases of

these process which include the implementation, application and utilization of

knowledge See figure 3.5.

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Knowledge Knowledge
identification 1 organizing

Knowledge Knowledge
acquiring codification

Knowledge Knowledge Knowledge

acquisition verification Knowledge sharing allocating

Knowledge
generation Knowledge storage 2

Knowledge
creation Knowledge
integration

Knowledge
4
implementation Knowledge
diffusion

Knowledge Knowledge
application Knowledge
Knowledge distribution transfer
executive
Knowledge
utilization
Knowledge

Dissemination

Fig3.5. Knowledge Management Processes and Sub Phases

3.6 Proposed Total Quality Management (TQM) Practices

TQM is an approach for carrying out business that challenges to take full advantage of

the competitiveness of an organization through the continuous improvement of the

quality of its goods, services, ideas, people, processes, and work places. TQM can be

defined as a holistic management philosophy that strives for continuous improvement in

 75

all functions of an organization, and it can be achieved only if the total quality concept

is utilized from the acquisition of resources to customer product (Kaynak, 2003). Taking

into consideration all above, it is found that various researchers differed the number of

TQM practices and their order. Thus, the researcher has proposed and developed a

theoretical and consistent framework of TQM practices. Based on the detailed analysis

of various frameworks presented in 4c practices literature in section (3.2.3), the main

emphasize was focused on a well nigh inclusive classification of TQM practices. There

are different sub-practices for every practice which include TQM strategic practices,

TQM tactical practices, TQM operational practices and TQM individual practices have

all been chosen for the current research framework as follows:

3.6.1 Stages of TQM Strategic Practices (TSP):

The researcher derives a new classification of TQM strategic practices that describes

more valid practices of TQM based on the taxonomy of TQM strategic practices in table

3.5 of (TQM) literature review the phases of TQM strategic practices are strategic

planning, leadership and top management commitment, customer focus and

restructuring to achieve innovation. See figure 3.6.:

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Table 3.12: Taxonomy of TQM Strategic Practices

\Main dimension \Sub dimension References

TQM strategic practices Parts of strategic TQM main
practices

TQM strategic practices Strategic Planning Santos and lvarez, 2007

Hoque, 2003
Prajogo and Sohal,( 2006
Herreroa et al, 2002
Leadership and top Mesbahuddin et al , 2007
management commitment Zu and Douglas, 2008
Beer, 2003
Abu-Hamatteh et al 2003
Mohd Salleh et al, 2012
Anantatmula, 2009
Customer focuses Bates and Whitington(2009
chowhan and saxena,( 2011)
Su et al , 2010
Battor and Battor, (2010

Restructuring to achieve Rezeanu, 2011

Innovation Zhanga, [Link], 2012
Kaynak and Hartley (2005
Taveiraa et al,( 2003
Can and Can, 2009

(1) Strategic Planning: is a comprehensive plan which helps to reform the

priorities of the goals for the organization in the application of Total Quality

Management practices to define its strategy, or direction, to make decisions on

Allocating its income to follow this strategy and to understand its present

position and the probable opportunities to achieve a competitive advantage in

the industrial sector. TQM literature, which has been reviewed, confirm the

researcher definition of strategic planning in different dimension:

competitiveness in the long term (Santos and lvarez, 2007) Enhancing their

survival prospects by including quality and continuous improvement into their

strategic priorities. (Herreroa et al, 2002) ensure that the dimension of

concentrating on the long-term objectives develops a system of world quality

(2) Leadership and Top Management Commitment: it is the motivating force which

controls activities within the organization. Dynamic leadership includes

implementing the TQM activities, providing fitting fiscal, human, and

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organizational resources, subjecting a written TQM policy as a core value of the

organization, identifying roles, responsibilities, authority, integrating the TQM

objectives into the organization's business practices and processes, and last,

setting up a coordination for effective communication. Recognize employees for

their efforts in TQM. Mesbahuddin et al (2007); Zu and Douglas (2008); Beer

(2003) ;Abu-Hamatteh et al (2003); Mohd et al (2012; Anantatmula (2009)

support that leadership comitment is essential in applying TQM practices in

different dimensions. These dimensions demonstrate more effective

implementation of the remaining TQM practices (Mesbahuddin et al , 2007)

which are able to allocate resources to adapt the organizational structure,

policies, and processes for TQM tools such as Six Sigma. (Zu and Douglas,

2008) start a TQM transformation with a clear understanding of why TQM is

essential to its corporate objective and strategy and how TQM philosophy fits

their values. (Beer , 2003) set up leadership sub criteria: Leadership Vision,

Leadership Educational System, Leadership Support, Leadership Selection and

Suitability. To ensure smooth implementation (Abu-Hamatteh et al , 2003)

suggested Lean Production System (Mohd et al, 2012).

(3) Customer Focus: it is a managerial trend impending to satisfy the needs of

probable and real customers, commitment to putting customers first and the

ability to bring a constantly high quality product. The whole actions, from the

preparation of a new product to its creation and marketing, should be built

around the customer. Each unit and all the employees should contribute to the

same customer-focused vision. This can be supported by committed high-quality

customer relationship management and preserved by a customer relations

program. Customers are both internal as team work and external as the
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community. All employees must display a full thought of customer requirements

and expectations to facilitate the effective delivery and development of correct

quality product which beat customer expectations.

Bates and Whitington (2009); chowhan and saxena ( 2011); Su et al (2010);

Battor and Battor (2010) agree that the proposed definition of the researcher in

which( Bates and Whitington , 2009) describe the customer as a King. Also,

(chowhan and saxena ,2011) define the customer relationship management as a

combination of organizational strategy, information systems, and technology.

Furthermore( Su et al ,2010) ensure that determination of requirements related to

the product/service, review of requirements related to the product, and customer

communication are important actions in customer focus practice.

(4) Restructuring to Achieve Innovation: The action of adjusting legal property,

functional, or other structures of an organization for the target of making it more

profitable, or a rapid responsive to risk and to provide doing less jobs. It is with

the reduction of resource that is intended for downsizing by synergy with the

organization structure. All of the above start some new activities and make

certain changes in attempt to enhance learning and teaching.

Rezeanu( 2011); Zhanga et al ( 2012); Kaynak and Hartley (2005); Taveiraa et

al (2003); Can and Can (2009) agree that the previous explanation of

restructuring to achieve innovation in such that implementing quality-oriented

practices can achieve an economic efficiency.( Rezeanu ,2011) affirmed that in a

dynamic environment, quality exploration practices with an organic

organizational structure give the best results (Zhanga, [Link], 2012). (Taveiraa et

al ,2003) study the relation between TQM practices and the work environment
 79

defined through four separate constructions in the work environment. Those are

supervisor support, task clarity, task orientation and innovation.

TQM strategic
practices

Top management
commitement

Strategic Planning

Customer focuses

Restructuring to
achieve Innovation

Fig.3.6 TQM Strategic Practice

3.6.2 Stages of TQM Tactical Practices (TTP)

The researcher derives a new classification of TQM tactical practices that describes a

more valid practices of TQM based on the taxonomy of TQM tactical practices as in

table 3.6 of (TQM) literature review consist of three phases: process management,

employees focus and continuous improvement. See figure 3.7

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Table 3.13: Taxonomy of TQM Tactical Practices

\Main dimension \Sub dimension References

TQM tactical practices Parts of TQM tactical
practices

TQM tactical practices Process Management Warnes, 2007

Employees focus Naghshbandi et al, (2012)
Zu and Douglas, 2008
Kaynak, 2003

Continuous Improvement Sadikoglu, (2005

Middel et al, (2006)
Wu and Barnes,( 2009)
Vehacharta,( 2010)

(1) Process Management: it is the utility of knowledge, skills, devices, techniques

and systems to describe, measure, control, report and improve processes with the

purpose to meet customer requirements beneficially and to reduce human error

and miscommunication and center of stakeholders' attention on the requirements

of their roles. Noting to maintaining and optimizing an organization's equipment

and core operations. Similarly, (Warnes , 2007) explains the management of

process as identifying the procedures needed for the quality management system

and their application throughout the organization, which determine the sequence

and interaction of these processes and determine criteria and methods needed to

ensure that both the operation and control of these processes are effective.

(2) Employee's focuses: it is the process of checking up how organizations inspire

and facilitate employees to develop and use their full latent in alignment with the

organization's general aims and action plans. It is responsible for the

recruitment, selection, training, assessment, and rewarding of employees, while

also managing organizational leadership and culture and ensuring compliance

with employment and labor laws. Particularly, Naghshbandi et al (2012); Zu

and Douglas (2008) explain that awareness of TQM makes trust between staff
 81

and managers may complement the traditional workforce management practice

with the Six Sigma role structure to expand their organization’s ability in

developing employees for continuous improvement.

(3) Continuous Improvement: it is a durable approach that systematically seeks to

achieve simple, incremental changes in processes in order to improve efficiency

and effectiveness and flexibility. If a work practices Kaizen, a continuous

improvement is the task of every worker.

Sadikoglu (2005); Middel et al (2006); Wu and Barnes (2009); Vehacharta

(2010) Sadikoglu (2005) implies various quality approaches and business

improvement programs. These are Malcolm Baldrige National Quality Award

Criteria, Kaizen, JIT, Six Sigma and Lean Manufacturing, which exist for

organizations to enhance quality-focused continual improvement efforts in order

to improve product/service quality, customer satisfaction, productivity,

efficiency, bottom-line performance, effectiveness and profitability. There are

three sub-phases of these practices which include process management,

employee's focuses and continuous improvement. See figure 3.7.

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TQM tactical practices

Process management

Employees focus

Continuous
Improvement

Fig 3.7 TQM Tactical Practices

3.6.3 Stages of TQM Operational Practices (TOP)

The researcher derives a new classification of TQM operational practices that describes

a more valid practices of TQM based on the taxonomy of TQM operational practices as

in table 3.7 of (TQM) literature review TQM operational practices consist of two

phases: information analysis and measurement system. See figure 3.8.

Table 3.14: Taxonomy of TQM Operational Practices.

\Main dimension \Sub dimension References

TQM operational practices Parts of TQM operational
practices

TQM operational practices Information analysis Zu and Douglas, 2008

Kaynak, 2003

Measurement System Herreroa et al, 2002

Raja et al, 2011
Hoque, 2003
Tari and Sabater, 2004

(1) Information Analysis: it is a systematic analysis, collection, classification,

manipulation, storage, retrieval, movement, and dissemination of information by

breaking it into its component parts to discover and understand their links,

cause-effect relationships. Thus, providing basis for problem solving and

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decision making ensure that management with the supply of timely accurate

quality information lead to the best performance metrics and efficiency to

motivate and guide improvement activities in product design and process

management (Zu and Douglas, 2008); (Kaynak, 2003).

(2) Measurement system: it is arithmetic information that enumerates into specific

unit which consist of input, output, and performance dimensions of processes,

products, services, and the overall organization outcomes. Measurements take

action as markers which make those standards more useful in terms of facts that

permit evaluation and comparison relative to goals, standards, and past results

which can be expressed in non-financial and financial expressions. Supporting

this Herreroa et al ,(2002); Raja et al, (2011); Hoque (2003); Tari and Sabater,

(2004) mention that examining the standard of work, using quality tool and

techniques, and utilizing of balance score card provides control and steer of the

employees and processes. All are the component of effective measurement

system that is necessary for quality improvement.

there are two sub-phases of these practice which include information analysis

,and measurement system. See figure 3.8.

TQM operational practices

Information analysis

Measurement system

Fig 3. 8 TQM Operational Practices

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3.6.4 Stages of TQM Individual Practices (TIP)

The researcher derives a new classification of TQM individual practices that describe

more valid practices of TQM based on the taxonomy of TQM individual practices as in

table 3.8 of (TQM) literature review. TQM individual practices consist of two phases:

personnel competences, cultural change and building trust. See figure 3.9.

Table 3.15: Taxonomy of TQM Individual Practices

\Main dimension \Sub dimension References

TQM individual practices Parts of TQM Individual
practices

TQM individual practices Personnel competences Susan, et al, 2010

[Link], 2012
Herreroa et al, 2002

Cultural change and building Naghshbandi et al, 2012

trust Rezeanu, 2011
Mitera et al , (2011)
Santos and lvarez, 2007
Kull and Wacker, 2010

(1) Personnel competences: it concentrates on developing personal competencies

based on unique personal talents. The intent is to achieve self-understanding,

self-confidence, self-empowerment, interpersonal know-how and skillfulness

relationship building. With respect to that, Susan et al (2010); Mohd et al

(2012); Herreroa et al (2002) appoint that employee participation is critical to a

successful innovation implementation of TQM. In fact, the organization should

encourage all employees to imply the continuous improvement around their

work area which provides ideas that can improve the organization overall

performance and productivity.

(2) Cultural Change and Building Trust is an alteration activities of an organization

towards innovation, creation, discovery and contact with other organizations. It

is either a sudden remarkable change or a slow process. Besides, employees

should have a sense of shared commitment and responsibility to feel safe

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communicating their ideas and opinions with colleagues. Naghshbandi et al

(2012); Rezeanu (2011); Mitera et al (2011); Santos and lvarez (2007); Kull and

Wacker (2010) suggest that creating a culture and condition is vital to

implement TQM. Quality policies are real force and motivation fields that can

generate themselves from the decider.

TQM individual practices

Personnel competences

Cultural change and

Building trust

Fig3.9 TQM Individual Practice

Proposed TQM Practices Conceptual Framework 3.6.5

Based on research problem in section 1.4, Can TQM practices mediate KM processes

to improve productivity at Jordanian manufacturing companies (JQM)?" There

has been an insist to propose a TQM practices comprehensive framework from what has

appeared in all obtainable studies and all available resources. The comprehensive

framework for TQM practices consists of a master sorting of the sub-phases of TQM

practices. These are (a) TQM strategic practices are strategic planning, leadership and

management commitment, customer focus and restructuring to achieve innovation; (b)

TQM tactical practices are process management, human resources focus and continuous

improvement; (c) TQM operational practices are information analysis and measurement

system (d) TQM individual practice are personnel competencies, culture change and

building trust. See figure 3.10:

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Strategic Process
planning 1 management

Leadership and
management Human resources
commitment focus
TQM strategic TQM tactical
Customer practices practices
focus Continuous
improvement
Restructuring 2
to achieve
innovation

4
Information
Personnel analysis
competences
TQM operational
TQM individual practices
practices Measurement
Culture change system
and building
trust

Fig 3.10 Total Quality Management Practices Framework

3.7 Productivity Measure concept:

The literature derived from section (3.2.6) shows the importance of KM on productivity

and section (3.3.3) shows the importance of TQM on productivity which gives signs.

According to Chinda (2012); Antonioli et al (2010); Mohanta (2010); Erick and Chung

(2006), that there is no common comprehensive measurement of productivity in a (KM-

 87

TQM) environment. In addition, ( Yeung and Mok ,2005), from their part, ensure that

improving of productivity can be measured by the value-added ladder of the product

chain. In addition, (Marvin and Jina, 2008) consider the multifactor productivity to

measure the change in the output net of the changes in all inputs as commonly regarded

as a more suitable measure of overall efficiency. On the other hand, (Ab Hamid et al,

2011) inspect productively from the other side of the coin and numbers which is

through the values. The value-based productivity consisted values of efficiency,

collects, non-exploitative, economy of scale, frugality, timeliness. The researcher

determines a prior and suitable measure of productivity that can be applied for both KM

processes and TQM practices. That includes perception-based multifactor productivity

which is related to labor, raw material, energy and information.