The mediating role of TQM interventions and benchmarking in the impact of organizational culture on organizational performance

Abstract

Purpose: The purpose of this research is to underscore the influence exerted by organizational culture on the organizational performance of Small and Medium-sized Manufacturing Enterprises (SMEs), leveraging the mediation of Total Quality Management (TQM) interventions and benchmarking practices.

Design/methodology/approach: The empirical data underpinning this research was procured from SMEs within the manufacturing and industrial sectors of Jordan, using a sample of 710 owners and managers. This data was meticulously analyzed utilizing the statistical software package, Analysis of Moment Structures (AMOS). Structural Equation Modeling (SEM), a multivariate statistical analysis technique, was employed to scrutinize the interrelationships among the variables under consideration.

Findings: The research reveals a positive correlation between organizational culture and organizational performance, with benchmarking and TQM interventions as significant mediators.

Implications: This study refocuses management practitioners on improving organizational efficiency, corporate culture, TQM, and standard setting, providing beneficial insights for academics, managers, and policymakers.

Originality/value: It significantly contributes to the limited literature on TQM in the context of manufacturing SMEs. While some research acknowledges benchmarking as a vital part of TQM, this study uniquely positions both as independent mediators between organizational culture and performance. Additionally, it views benchmarking through knowledge management, underscoring TQM interventions and benchmarking in the context of Jordanian manufacturing SMEs, distinguishing it from prior research.