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Excellence management practices, knowledge management and key business results in large organisations and SMEs: A multi-group analysis

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  • Calvo-Mora, Arturo
  • Navarro-García, Antonio
  • Rey-Moreno, Manuel
  • Periañez-Cristobal, Rafael

Abstract

Following the total quality management (TQM) philosophy and the knowledge management (KM) approach, this contribution aims to study the influence of process methodology and partner management on KM, as well as the relationships between this variable and key business results. We also analyse the moderating role of organisational size in these previous relationships. The hypotheses proposed in our research model are tested on a sample of 225 Spanish companies with experience in TQM through evaluations using the EFQM Excellence Model. The partial least squares structural equation modelling (PLS-SEM) approach was used to test the research model. In order to assess the moderating effects of organisational size, we adopt a multi-group approach using two subsamples with large firms and small and medium-sized enterprises (SMEs). Our findings indicate that the use of process methodology and the involvement of partners are key factors for KM to have a significant impact on the key results of the business, both strategic and operational. Moreover, the organisational size is determinant when analysing the effect of process methodology and partner management on KM. In this sense, process methodology has a greater effect on KM in the SMEs. On the contrary, the relationship between partner management and KM is more intense in large firms. Finally, it is noted that KM can be effective and can improve the key business results independently of the size of the organisation.

Suggested Citation

  • Calvo-Mora, Arturo & Navarro-García, Antonio & Rey-Moreno, Manuel & Periañez-Cristobal, Rafael, 2016. "Excellence management practices, knowledge management and key business results in large organisations and SMEs: A multi-group analysis," European Management Journal, Elsevier, vol. 34(6), pages 661-673.
    • Handle: RePEc:eee:eurman:v:34:y:2016:i:6:p:661-673
    DOI: 10.1016/j.emj.2016.06.005
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    References listed on IDEAS

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    1. Prajogo, Daniel I. & Sohal, Amrik S., 2006. "The relationship between organization strategy, total quality management (TQM), and organization performance--the mediating role of TQM," European Journal of Operational Research, Elsevier, vol. 168(1), pages 35-50, January.
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    4. Laforet, Sylvie, 2013. "Organizational innovation outcomes in SMEs: Effects of age, size, and sector," Journal of World Business, Elsevier, vol. 48(4), pages 490-502.
    5. Dong-young Kim & Vinod Kumar & Uma Kumar & Young-ha Hwang, 2009. "A linkage model for the integrated application of intellectual capital management and the EFQM business excellence model: the case of an ISO 9001 certified public R&D organisation," International Journal of Learning and Intellectual Capital, Inderscience Enterprises Ltd, vol. 6(4), pages 303-323.
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    Cited by:

    1. Ferreira de Araújo Lima, Priscila & Crema, Maria & Verbano, Chiara, 2020. "Risk management in SMEs: A systematic literature review and future directions," European Management Journal, Elsevier, vol. 38(1), pages 78-94.
    2. Liu Yang & Anthony Rezitis & Yang Ren, 2022. "How Significant Are the Roles Moral Obligation and Formal Institutions Play in Participatory Irrigation Management?," Agriculture, MDPI, vol. 12(11), pages 1-19, November.

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