30 results on '"Martínez-Costa, Micaela"'
Search Results
2. Organisational agility, environmental knowledge and green product success
- Author
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Rabal-Conesa, Jose, Jiménez-Jiménez, Daniel, and Martínez-Costa, Micaela
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- 2022
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3. Reverse knowledge transfer and innovation in MNCs
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Jiménez-Jiménez, Daniel, Martínez-Costa, Micaela, and Sanz-Valle, Raquel
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- 2020
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4. Implications of TQM in firm’s innovation capability
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Jiménez-Jiménez, Daniel, Martínez-Costa, Micaela, and Para-Gonzalez, Lorena
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- 2020
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5. The mediating role of supply chain collaboration on the relationship between information technology and innovation
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Jimenez-Jimenez, Daniel, Martínez-Costa, Micaela, and Sanchez Rodriguez, Cristobal
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- 2019
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6. The performance implications of the UNE 166.000 standardised innovation management system
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Martínez-Costa, Micaela, Jimenez-Jimenez, Daniel, and Castro-del-Rosario, Yolanda del Pilar
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- 2019
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7. Performing in green: towards eco-innovation through agility and customer involvement.
- Author
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Rabal Conesa, José, Jiménez Jiménez, Daniel, and Martínez Costa, Micaela
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CONSUMERS ,GREEN products ,VALUE chains ,GREEN marketing ,ECONOMIC trends ,NEW product development - Abstract
Purpose: This paper shows how organisational agility allows companies to adopt the necessary changes to remain competitive and produce with a lower environmental impact, implying customers in the value chain. Design/methodology/approach: This investigation uses a cross-sectional design to collect data on the study variables from a sample of 260 Spanish manufacturing organisations. Structural equations with PLS are applied to test hypotheses. Findings: Results show that organisational agility is positively related to eco-innovation. Furthermore, eco-innovation results in a positive relationship with organisational performance. Finally, it has been found that customer involvement positively moderates the effect of organisational agility on new green processes and products and makes green product innovations more successful. Practical implications: Conclusions indicate that would be advisable that innovative companies promote capabilities such as organisational agility, and integrating customer involvement throughout their value chain, for developing successful new green products increasing their results with a lower environmental impact. Likewise, the customer's involvement in eco-innovation projects has been found, in companies with agile behaviours, that could aim to increase their performance, helping to react more quickly to market trends and saving money in product development. Originality/value: This investigation addresses three gaps previously identified in the literature. Firstly, it covers a lack of research on how agility could foster green innovation and how this could positively affect their performance outcomes. Secondly, it studies a moderating factor, customer involvement, and its effects on the relationship between organisational agility and eco-innovation in product and process and between eco-innovation in product and organisational performance. Thirdly, it introduces dynamic capabilities theory through agility concept to study the dynamic context of the eco-environment. [ABSTRACT FROM AUTHOR]
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- 2024
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8. Weighting the dimensions in models of excellence – a critical review from a business perspective
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Gómez-Gómez, Joaquín, Martínez-Costa, Micaela, and Martínez-Lorente, Ángel Rafael
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- 2016
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9. A critical evaluation of the EFQM model
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Gómez Gómez, Joaquín, Martínez Costa, Micaela, and Martínez Lorente, Ángel R.
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- 2011
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10. ISO 9000/1994, ISO 9001/2000 and TQM: The performance debate revisited
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Martínez-Costa, Micaela, Choi, Thomas Y., Martínez, Jose A., and Martínez-Lorente, Angel R.
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- 2009
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11. Simultaneous consideration of TQM and ISO 9000 on performance and motivation: An empirical study of Spanish companies
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Martínez-Costa, Micaela, Martínez-Lorente, Angel R., and Choi, Thomas Y.
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- 2008
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12. The effect of organisational learning on interorganisational collaborations in innovation: an empirical study in SMEs.
- Author
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Martínez-Costa, Micaela, Jiménez-Jiménez, Daniel, and Dine Rabeh, Hammady Ahmed
- Abstract
The collaboration between companies for the development of innovations requires not only sharing a series of resources, but also a clear orientation towards innovation that promotes organisational learning processes. This study develops a multidimensional model of how small and medium enterprises (SMEs) improve interoganizational collaborations as a consequence of their innovative culture that becomes an important instrument to promote organisational learning and innovation. Using data from 500 Spanish SMEs, the findings show that an innovative culture positively affects both interorganizational collaboration and organisational learning. Furthermore, the effect of external collaboration in innovation is mediated by organisational learning, suggesting the importance of acquiring, distributing and interpreting the new external knowledge by employees to ensure a successful development of innovations. The findings of the study provide practical insights into how companies should reinforce their external collaboration and internal knowledge management processes to generate innovations. [ABSTRACT FROM AUTHOR]
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- 2019
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13. Fostering new product success through learning competences.
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Jimenéz-Jimenéz, Daniel, Martínez-Costa, Micaela, and Ahmed-Dine Rabeh, Hammady
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NEW product development , *CORE competencies , *STRATEGIC planning , *TECHNOLOGICAL innovations , *MANUFACTURING industries - Abstract
Drawing on the resource-based view and the dynamic capability approach, the present paper analyses the effect of learning competences and innovation strategy on new product success (NPS). The study uses a sample of Spanish manufacturing firms. Results highlight that the new product innovation strategy is positively related to NPS and both exploration and exploitation competences. The study also finds that technological dynamism plays a moderator role in these relationships that weakens the effect of innovation strategy on both NPS and exploitation. Finally, it was also concluded that both exploitation and exploration competences not only have a positive and curvilinear effect on NPS, but also compete for scarce resources. This suggests that a balance between exploitation and exploration is needed. [ABSTRACT FROM PUBLISHER]
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- 2018
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14. EFQM Excellence Model and TQM: an empirical comparison.
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Gómez, Joaquín Gómez, Martínez Costa, Micaela, and Martínez Lorente, Ángel R.
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EFQM Excellence Model ,TOTAL quality management ,EMPIRICAL research ,PERFORMANCE evaluation - Abstract
The EFQM Excellence Model (EEM) has been used by managers and academics as a proxy for the implementation of total quality management (TQM). However, at the present time there is no empirical evidence that shows that the systems are equivalent. This paper empirically analyses whether companies that implement the EEM as a management tool are indirectly using TQM. The results make it possible to conclude that EEM and TQM, although not the same, follow a similar path and it can be expected that a company with high scores at EEM will have high odds of being a TQM company. In addition, both systems provide a means for improving performance according to the results measured by the EEM. [ABSTRACT FROM AUTHOR]
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- 2017
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15. The Mediating Role of Human Capital in the Relationship Between the Organizational Culture and Performance.
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Giménez Espín, Juan Antonio, Jiménez, Daniel Jiménez, and Martínez Costa, Micaela
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INTELLECTUAL capital ,CORPORATE culture ,ORGANIZATIONAL performance ,EFQM Excellence Model ,COMPETITIVE advantage in business ,STRUCTURAL equation modeling - Abstract
In an increasingly competitive environment excellence has become a key factor for survival of the organizations. The Excellence Model of the European Foundation for Quality Management (EFQM) provides guidance for companies that wish to achieve excellence and to get better organizational results. Among factors that allow companies to achieve excellence and gain a competitive advantage are the organizational culture (Metri, 2005) and human capital (Wright, McMaham, & McWilliams, 1994), as key components of intellectual capital. The objectives of this research are firstly, to analyze whether the type of organizational culture that facilitates the successful implementation of the EFQM model (Culture of Excellence) also promotes the development of human capital to improve organizational performance, and, secondly, to study whether this human capital exerts an effect on the performance. To this end, it is proposed a model whose relationships have been tested using structural equations and in which organizational culture and human capital are classified according to Cameron and Quinn (2005), and Lepak and Snell (1999) respectively, and organizational performance has been measured by EFQM Excellence Model. The sample was obtained from the SABI database and data was collected through a structured questionnaire via webpage. 200 valid questionnaires were obtained that were answered by 4 managers of each of the 200 organizations. The results of the empirical analysis support the established relationships and also confirm the findings of previous studies, according to which human capital is a source of competitive advantage and is a key intangible variable for improving results. [ABSTRACT FROM AUTHOR]
- Published
- 2015
16. Culture and Performance: A Learning Orientation for the Financial Sector.
- Author
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Jiménez-Jiménez, Daniel, Fernández-Gil, Juan R., and Martínez-Costa, Micaela
- Abstract
This paper highlights the importance of a learning orientation for improving organizational performance in banks, which are important companies in the economy of any country. Companies in the financial sector have experienced many environmental changes in this decade. The financial crisis has broken the traditional businesses of this sector and the sector has been forced to look for new ways to survive. Organizational learning is considered as powerful key for improving the development of people (it enhances their skills, capacities and skills) and organizations (it promotes quality in the development of the activities, improves customer service, and increases in communication among employees). Organizational learning is also related to a learning culture. On the one hand, organizational culture can be a driving element of organizational learning. A culture that supports organizational learning must foster the exchange of knowledge across the enterprise, promoting processes of knowledge management. On the other hand, organizational culture has an indirect influence on organizational learning through the organization's employees. Employees who are committed to learning will tend to transfer more knowledge in different situations, such as when they support decision-making or when they possess knowledge that can be useful for the organization. The results of an investigation with 238 employees from 81 entities of one important Spanish bank are reported, using a structural equation model, to show how a learning culture is related to organizational learning and performance. In addition, we found evidence of the mediating role of knowledge commitment and learning transfer in the relationship between learning culture and organizational learning. Important conclusions and implications are derived from these results. [ABSTRACT FROM AUTHOR]
- Published
- 2014
17. An in-depth review of the internal relationships of the EFQM model.
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Gómez, Joaquín Gómez, Martínez Costa, Micaela, and Martínez Lorente, Angel R.
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INDUSTRIAL relations ,EFQM Excellence Model ,INDUSTRIAL management ,BUSINESS enterprises ,STAKEHOLDERS - Abstract
Purpose – The European Foundation for Quality Management (EFQM) model is widely used as a management tool in companies. Consequently, it is of great importance to understand the relationships within it, and inform managers about appropriate ways to manage events in order to get the desired results in general, and for specific interest groups (stakeholders). The paper aims to discuss these issues. Design/methodology/approach – This paper analyzes the internal relationships of the EFQM model using empirical data from a sample of 199 Spanish companies. Four managers in each company were interviewed, to eliminate single respondent bias. Structural equation modeling is used for the analysis. Findings – The results obtained from the empirical analysis provide evidence of an underlying logic in the EFQM model that does not match the official model. New significant relationships between the enablers and results not considered in the official model have been found. Research limitations/implications – The study focusses on Spanish industrial companies with 50-500 workers and uses a cross-sectional design. Practical implications – Managers should look at the EFQM model as a tool for finding their own way to excellence, but it is not a precise map, because the model may have some problems of definition. Managers should introduce its elements only after deep reflection on its benefit for their company. Originality/value – Despite the previous research on this issue, there is still no clear consensus. Relationships that are not reflected in the theoretical model have been identified. [ABSTRACT FROM AUTHOR]
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- 2015
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18. Knowledge Management for Organizational Innovation: A Multinational Corporations Perspective.
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Martínez-Costa, Micaela, Jimenéz-Jimenéz, Daniel, and Sanz-Valle, Raquel
- Subjects
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KNOWLEDGE management , *ORGANIZATIONAL change , *INTERNATIONAL business enterprises , *INFRASTRUCTURE (Economics) , *INTERNATIONAL markets - Abstract
Multinational companies require from mechanisms to capture and apply new knowledge that could be used in their current operations in order to be competitive. One of the objectives of this knowledge is the generation of innovations. In this paper, we try to show how the degree of internationalization is related to the generation of innovations. For this purpose, many companies demand knowledge management processes that capture and apply information from local and international markets. This transferred knowledge could be combined with the internal and external knowledge from their social capital structure. Our results show that this process of learning fosters the generation of innovations on the local headquarters. [ABSTRACT FROM AUTHOR]
- Published
- 2013
19. MNCs Innovation, Reverse Knowledge Transfer and Firm Absorptive Capacity.
- Author
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Jimenéz-Jimenéz, Daniel, Martínez-Costa, Micaela, and Sanz-Valle, Raquel
- Subjects
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INTERNATIONAL business enterprises , *KNOWLEDGE transfer , *ORGANIZATIONAL change , *KNOWLEDGE management , *INDUSTRIAL management - Abstract
Organizational innovation is one of the main tools for attaining a competitive advantage. Multinational corporations operate in different countries may capture new knowledge from diverse markets, customers or suppliers. This paper focuses on the knowledge transfer from the subsidiaries to the headquarters (knowledge transfer reverse). Furthermore, we try to analyse how this transferred knowledge facilitates the generation of innovations. Its study has demanded the analysis of the mediator role of absorptive capacity. Our results show that reverse knowledge influences indirectly on the headquarters' innovation trough the existence of an absorptive capacity. Several conclusions and managerial implications are derived. [ABSTRACT FROM AUTHOR]
- Published
- 2013
20. Exploitation and Organizational Performance: The Role of old Knowledge and Absorptive Capacity Reviewed.
- Author
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Rabeh, Hammady Ahmed-Dine, Jimenéz-Jimenéz, Daniel, and Martínez-Costa, Micaela
- Abstract
The dynamism of today's markets is motivating companies to focus on exploitation of their current resources and capabilities through dynamic processes and practices or "dynamic capabilities", without neglecting the accessible external ones. This assesses the importance of both absorptive capacity and organizational memory in the process of exploitation of internal resources and capabilities for a higher organizational performance. This study presents an empirical model explaining the effects of firm's memory and its absorptive capacity on exploitation of internal resources and capabilities to generate incremental innovations and then performance. Structural equation modeling was used to check the hypotheses with a sample of 249 industrial companies. Results show that organizational absorptive capacity positively affects exploitation of existing "certainties". Firm's old knowledge has a considerable effect upon exploitation. Regarding the relationship between exploitation capacity and firm performance, results shows a positive effect. Finally, we found also support to the hypothesis claiming the existence of a mediator effect of incremental innovation upon the relationship between exploitation of internal resources and capabilities and organizational performance. [ABSTRACT FROM AUTHOR]
- Published
- 2012
21. Knowledge management practices for innovation: A multinational corporation's perspective.
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Jiménez, Daniel, Martínez-Costa, Micaela, and Valle, Raquel Sanz
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KNOWLEDGE management ,ORGANIZATIONAL change ,INTERNATIONAL business enterprises ,SOCIAL capital ,STRUCTURAL equation modeling ,GLOBALIZATION ,KNOWLEDGE transfer - Abstract
Purpose -- This paper seeks to assess the importance of different knowledge management practices in order to promote organizational innovation in multinational companies. The links among internationalization, reverse knowledge transfer and social capital and organizational innovation are analyzed. Design/methodology/approach -- Structural equation modeling was used to check the research hypotheses with a sample of 104 Multinational companies. Findings -- The results show that internalization has not a direct effect on organizational innovation but a indirect effect thought the transfer of knowledge from external subsidiaries to the headquarter. Furthermore, this knowledge and other that comes from internal and external social capital, is essential for the development of innovations. Research limitations/implications -- Self-reporting by the CEOs may be the most significant limitation since a single key informant provided the data; multiple informants would enhance the validity of the research findings. A second limitation is the cross-sectional design of the research that does not allow observation of the short- and long-term impact of the relationships among the variables. Practical implications -- Organizational innovation is not an easy task. However, those multinational companies, which foster knowledge management practices that generate new knowledge from external subsidiaries, internal or external social relationships, will facilitate the generation of innovations. In consequence, these companies should foster the generation of knowledge from different sources. Originality/value -- This paper studies focus on the multinational companies and its possibility to acquire knowledge from different sources (inside organization, external local environment and international context). Specially focus on the transfer of knowledge from subsidiaries to headquarter s(reverse knowledge transfer) that it is insufficiently investigated by the current literature. [ABSTRACT FROM AUTHOR]
- Published
- 2014
22. MNCs Innovation, Reverse Knowledge Transfer and Firm Absorptive Capacity.
- Author
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Jimenéz-Jimenéz, Daniel, Martínez-Costa, Micaela, and Sanz-Valle, Raquel
- Subjects
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INTERNATIONAL business enterprises , *KNOWLEDGE transfer , *ORGANIZATIONAL change , *ECONOMIC competition , *CONSUMERS , *ECONOMIC impact - Abstract
Organizational innovation is one of the main tools for attaining a competitive advantage. Multinational corporations operate in different countries may capture new knowledge from diverse markets, customers or suppliers. This paper focuses on the knowledge transfer from the subsidiaries to the headquarters (knowledge transfer reverse). Furthermore, we try to analyse how this transferred knowledge facilitates the generation of innovations. Its study has demanded the analysis of the mediator role of absorptive capacity. Our results show that reverse knowledge influences indirectly on the headquarters' innovation trough the existence of an absorptive capacity. Several conclusions and managerial implications are derived. [ABSTRACT FROM AUTHOR]
- Published
- 2014
23. Organizational culture for total quality management.
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Gimenez-Espin, JuanAntonio, Jiménez-Jiménez, Daniel, and Martínez-Costa, Micaela
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CORPORATE culture ,TOTAL quality management ,MULTILEVEL models ,REGRESSION analysis ,ORGANIZATIONAL structure ,ORGANIZATIONAL performance ,ADAPTABILITY (Personality) ,EMPIRICAL research ,BUSINESS enterprises - Abstract
This study aimed to find empirical evidence about the organisational culture that fits best with a total quality management (TQM) system. Based on the classification developed by Cameron and Quinn (1999), we propose an alternative type of culture: the ‘mixed culture’ or ‘culture for quality’, which would be between adhocratic and clan cultures. It would have a double orientation – external and internal – and it would promote flexibility. The results of an empirical study of 451 companies were analysed using hierarchical linear regression methodology. The measurement of constructs used in this research was based on a review of the literature. Empirical evidence was found for the positive impact of adhocratic culture on TQM. Contrary to expectations, the clan culture has no significant effect on TQM. In addition, the mixed culture or ‘culture for quality’ is the most appropriate for a TQM system. The expected effect of control-oriented cultures was also found. In this case, both the market culture and the hierarchical culture have a negative effect on the quality management system. Finally, it was found that TQM has a significant positive effect on business performance. This effect is consistent with the literature reviewed. Consequently, managers must know the rules, values and customs that actually exist in their organisations as well as those that are more consistent with quality management. Companies with a quality orientation should promote the values and beliefs of the clan and adhocracy cultures. [ABSTRACT FROM PUBLISHER]
- Published
- 2013
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24. Managing knowledge for a successful competence exploration.
- Author
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Rabeh, Hammady Ahmed Dine, Jimenéz-Jimenéz, Daniel, and Martínez-Costa, Micaela
- Abstract
Purpose – This paper seeks to assess the importance of absorptive capacity and organizational memory in the process of internal exploitation for a higher organizational performance, and to develop an empirical framework to explain the effect of a firm's memory and its absorptive capacity on exploitation of internal resources and capabilities to generate incremental innovations and thereby improve firm performance.Design/methodology/approach – Structural equation modeling was used to check the research hypotheses with a sample of 249 Spanish industrial companies.Findings – The results show that organizational absorptive capacity and the firm's old knowledge positively affect exploitation of existing opportunities. In relation to the interaction between internal exploitation and firm performance, the results show a positive and significant effect. Finally, support was found for the hypothesis that there is a mediator effect of incremental innovation on the relationship between exploitation and organizational performance.Research limitations/implications – Self-reporting by the CEOs may be the most significant limitation since a single key informant provided the data; multiple informants would enhance the validity of the research findings. A second limitation is the cross-sectional design of the research that does not allow observation of the short- and long-term impact of the relationships among the variables; future research should use longitudinal studies. The study was also conducted in a specific national context with manufacturing firms.Practical implications – Competence exploitation has been argued to be less costly, highly rewarding and less risky that other orientations such as competence exploration. One of the main implications for managers is to assume that both absorptive capacity and organizational memory should be considered in parallel when conducting competence exploitation. The analysis sheds new light on the importance of incremental innovation in the process of enhancing performance.Originality/value – This paper studies some insufficiently investigated relationships concerning important managerial factors. It also presents a new model attempting to participate in the scientific debate about crucial issues such as the factors that can affect performance generation within the company. [ABSTRACT FROM AUTHOR]
- Published
- 2013
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25. The performance effect of HRM and TQM: a study in Spanish organizations.
- Author
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Jiménez-Jiménez, Daniel and Martínez-Costa, Micaela
- Subjects
PERSONNEL management ,TOTAL quality management ,CORPORATIONS ,PERFORMANCE ,RESEARCH ,MANAGEMENT - Abstract
Purpose -- The purpose of this paper is to look at human resource management (HRM) as a key element in the implementation of total quality management (TQM). This paper empirically tests the HRM practices that best fit this philosophy. Design/methodology/approach -- The results of an empirical study of 706 companies are analyzed using structural equation methodology. The practices that are used to construct the framework for analysing approaches to HRM are based on a literature review. Findings -- The results show that the alignment of the orientation towards quality and the approach to HRM is statistically significant for the utilization of the HRM system. The results also support the hypothesis that both TQM and HRM practices have a positive effect on performance. Research limitations/implications -- A cross-sectional analysis is applied, so it is necessary to be cautious in conclusions regarding causality. Single informants are used as the source of information. Although the use of single informants remains the primary research design in most studies, multiple informants would enhance the validity of the research findings. Practical implications -- Practitioners must bear in mind the fundamental role of human resource management in the pursuit of long-term total quality management. Companies should look for a set of HRM practices congruent with TQM, rather than using individual practices. A strategic perspective to HRM supports these results. Originality/value -- There is little empirical evidence to support the effect that HRM can have on TQM implementation and most papers focus only on distinct HRM practices. This paper provides an insight into the issues involved in the development of HRM practices oriented to TQM. It examines the relationships among HRM practices, TQM and organizational performance. [ABSTRACT FROM AUTHOR]
- Published
- 2009
- Full Text
- View/download PDF
26. The Effectiveness of TQM.
- Author
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Martínez-Costa, Micaela and Jiménez-Jiménez, Daniel
- Subjects
TOTAL quality management ,INDUSTRIAL management ,COMPETITIVE advantage in business ,SMALL business management ,CORPORATE culture ,STRUCTURAL equation modeling ,ORGANIZATIONAL learning ,KNOWLEDGE management ,QUALITY control - Abstract
The article reports on the significance of total quality management (TQM) to achieve competitive advantage. It states that total quality practices promote the creation of the indispensable knowledge for continuous improvement and for competing in the present markets. Meanwhile, it analyzes the linkages between TQM, organizational learning and performance using structural equations modeling. Moreover, it suggests the need for small businesses to pay more attention to TQM practices to support both organizational performance and knowledge management practices.
- Published
- 2009
- Full Text
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27. Are companies that implement TQM better learning organisations? An empirical study.
- Author
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Martínez-Costa, Micaela and Jiménez-Jiménez, Daniel
- Subjects
KNOWLEDGE management ,ORGANIZATIONAL learning ,CORPORATE culture ,ORGANIZATIONAL behavior ,MANAGEMENT science - Abstract
A great deal has been written about the benefits of both the implementation of a TQM system and the development of organisational learning. Furthermore, some authors argue that there are important synergies between these two concepts. There is empirical literature based on case studies that confirms the complementary nature of TQM and organisational learning. However, there are no general statistical surveys that test these hypotheses in a rigorous way. In the present research, clear evidence that TQM promotes organisational learning within companies is provided. This hypothesis was tested using a wide sample of Spanish companies and structural equation modelling. The findings support the model. [ABSTRACT FROM AUTHOR]
- Published
- 2008
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28. Does quality management foster or hinder innovation? An empirical study of Spanish companies.
- Author
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Martínez-Costa, Micaela and Martínez-Lorente, AngelR.
- Subjects
MANAGEMENT ,TOTAL quality management ,QUALITY circles ,INDUSTRIAL management ,QUALITY assurance ,QUALITY control ,CUSTOMER services ,TOTAL quality control ,CUSTOMER satisfaction - Abstract
According to some authors (Flynn et al., 1994; Baldwin & Johnson, 1996), the implementation of a Total Quality Management (TQM) system could foster the innovation process in companies due to TQM elements such as continual improvement or customer focus. However, there is also literature where TQM is seen as a management system that can hinder the innovation process, limiting it to just incremental innovation or reducing it to the present customers' desires (Prajogo & Sohal, 2001). The objective of the present paper is to clarify the relationship between TQM and organizational innovation. A model of the relationship was developed and tested using a sample of 451 Spanish companies. Information was collected from personal interviews with general managers of companies in the selected population, following a structured questionnaire. Structural equation modelling was applied. Clear evidence that TQM promotes innovation within companies is provided. There is also evidence that companies that apply TQM and companies that develop organizational innovation get more benefits than companies than do not. The managerial implications are that companies that operate in sectors where continuous innovation is a necessity should not only see TQM as a good way of improving quality but also as a way to facilitate the innovation process. [ABSTRACT FROM AUTHOR]
- Published
- 2008
- Full Text
- View/download PDF
29. ISO 9000 and TQM: substitutes or complementaries?An empirical study in industrial companies.
- Author
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Martínez-Lorente, Angel R. and Martínez-Costa, Micaela
- Published
- 2004
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30. Effects of ISO 9000 certification on firms' performance: a vision from the market.
- Author
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Martínez-Costa, Micaela and Martínez-Lorente, Angel Rafael
- Subjects
BUSINESS enterprises ,ISO 9000 Series Standards ,QUALITY control standards ,COMPETITIVE advantage in business - Abstract
As the number of ISO 9000-registered companies increases over time, it seems that the certification constitutes a prerequisite for success in business. Companies could interpret the registration as the way to obtain sustainable competitive advantages, but is it true? How is the registration interpreted by the market? Do markets assume that certified companies will get more benefits than non-certified? Some papers have tried to answer these questions by studying the pros and cons of the registration and by analysing the impact the certification has had over some financial results. However, few works have tried to analyse the effects from the point of view of the market. If investors think the ISO 9000 series will allow the company to get more benefits, then assuming the market is efficient, at the date that the company gets the certification, the information will be rapidly expanded and incorporated into the price of its stocks, which will presumably rise. This paper documents the stock price performance of a sample of Spanish companies certified by AENOR. The methodology of Event studies is applied to investigate whether the market interprets the registration of a company as a signal of its better future performance. After applying parametric and non-parametric tests, we do not find clear evidence to affirm that the market values positively ISO 9000 registration. [ABSTRACT FROM AUTHOR]
- Published
- 2003
- Full Text
- View/download PDF
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