Asia-Pacific Journal of Business Venturing and Entrepreneurship (벤처창업연구)

The Korean Society of Business Venturing (한국벤처창업학회)
권호 표지

The Quality Circle, SMEs' Performance, and Mediating Role of Organizational Ambidexterity

품질관리관행과 중소기업 성과간의 관계에 대한 연구: 조직내 맥락적 양면성의 매개효과 검증을 중심으로

  • Received : 2017.04.15
  • Accepted : 2017.06.27
  • Published : 2017.06.30
Download PDF
⟨ Previous Next ⟩

Abstract

The fourth industrial revolution and creative economy are in the center of today's economic environments. In this context, venture companies make great efforts in achieving innovative capability for sustainable growth. Especially, in order to create the innovative capability or innovation performance, they are very much interested in obtaining such characteristics of organizational ambidexterity as exploration and exploitation. Thus, this study aims to study the organizational contextual ambidexterity as a key factor to create SMEs' performance and to conduct an empirical research with the data collected from domestic SMEs in order to find the antecedent and consequence of this ambidexterity. In so doing, we selected as an antecedent of contextual ambidexterity quality management practice, which is an innovative method of enterprise innovation and enterprise level, innovation performance (radical and incremental Innovation performance) as a consequence and ran a series of regression analyses. As a result, quality management practices such as quality circle activities have had positive effect on organizational ambidexterity, that is, exploration and exploration, and contextual ambidexterity has affected positively on innovation performance. It is also found that the contextual ambidexterity plays a full mediating role in the relationship between quality management practices and innovation performance. The results of this study suggest that contextual ambidexterity is essential to achieving organizational innovation performance and quality management activities such as quality circle should be preceded in order to stimulate or stimulate contextual ambidexterity.

4차 산업혁명과 창조경제라는 화두가 지배하고 있는 오늘날의 경영환경하에서 중소기업들은 지속가능한 성장을 위하여 혁신역량 확보에 많은 노력을 기울이고 있다. 특히 혁신역량 혹은 혁신성과를 창출하기 위하여 중소기업들은 조직의 양면적 특징, 즉 탐색과 활용이라는 양면성에 관심을 기울이고 있다. 이에 본 연구에서는 국내 중소기업들을 대상으로 혁신성과를 창출할 수 있는 핵심 요소로서 조직의 맥락적 양면성을 고찰하고 이들 양면성을 자극하고 촉진하는 요인과 혁신성과간의 관계를 발견하기 위하여 실증분석을 실시하였다. 이를 위해 조직내 맥락적 양면성의 선행요인으로 대표적 경영혁신 기법이자 전사적 차원의 혁신 활동인 품질관리관행을 채택하였으며, 양면성의 결과변수로 혁신성과(급진적/점진적 제품혁신)을 설정하여, 일련의 회귀분석을 실시하였다. 연구 결과, 품질관리관행인 품질분임조활동은 조직의 두 가지 맥락적 양면성 즉, 탐색과 활용 모두에 정(+)의 영향을 미치는 것으로 나타났으며, 맥락적 양면성은 혁신성과에도 정(+)의 영향을 미치는 것으로 나타났다. 그리고 맥락적 양면성은 품질분임조활동과 혁신성과간의 관계를 완전매개하고 있는 것으로 나타났다. 이상의 연구결과는 중소기업의 혁신성과를 달성하기 위해서는 맥락적 양면성의 확보가 필수적이며, 맥락적 양면성을 촉진 또는 자극하기 위해서는 품질분임조와 같은 품질관리활동이 반드시 선행되어야 함을 시사하고 있다.

Keywords

References

  1. Adler, P. S., Goldoftas, B., & Levine, D. I.(1999). Flexibility versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System. Organization Science, 10(1), 43-68. https://doi.org/10.1287/orsc.10.1.43
  2. Antony, J., Leung, K., Knowles, G., & Gosh, S.(2002). Critical Success Factors of TQM Implementation in Hong Kong Industries. International. Journal of Quality & Reliability Management, 19(5), 551-566. https://doi.org/10.1108/02656710210427520
  3. Asif, M., & de Vries, H. J.(2015). Creating ambidexterity through quality management. Total Quality Management & Business Excellence, 26(11-12), 1226-1241. https://doi.org/10.1080/14783363.2014.926609
  4. Asif, M., de Vries, H., & Ahmad, N.(2013). Knowledge Creation through Quality Management. Total Quality Management & Business Excellence, 24(5/6), 664-677 https://doi.org/10.1080/14783363.2013.791097
  5. Atuahene-Gima, K.(2005). Resolving the Capability-rigidity Paradox in New Product Innovation. Journal of Marketing, 69, 61-83
  6. Badri, M. A., Davis, D., & Davis, D.(1995). A Study of Measuring the Critical Factors of Quality Management. International Journal of Quality & Reliability Management, 12(2), 36-53 https://doi.org/10.1108/02656719510080604
  7. Benner, M. J., & Tushman, M. L.(2003). Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited. Academy of Management Review, 28(2), 238-256 https://doi.org/10.5465/amr.2003.9416096
  8. Birkinshaw, J., & Gibson, C. B.(2004). Building Ambidexterity into an Organization. Sloan Management Review, 45, 47-55
  9. Black, S. A., & Porter, L. J.(1996). Identification of the Critical Factors of TQM. Decision Sciences, 27(1), 1-21. https://doi.org/10.1111/j.1540-5915.1996.tb00841.x
  10. Chandrasekaran, A., Linderman, K., & Schroeder, R.(2012). Antecedents to Ambidexterity Competency in High Technology Organizations. Journal of Operations Management, 30(1), 134-151 https://doi.org/10.1016/j.jom.2011.10.002
  11. Choi. J., Lee. S., Park. S., & Seo. Y.(2010). An Analysis of Effect Factor on Quality Circle Activity and Firm Performance. 2010 Korean Society For Quality Management, 47-53
  12. Choi. J. Y.(2015). Relationship Analysis among Entrepreneurship, Innovation Capability, External Cooperation, and Technological Innovation Performance for Venture Companies. Asia-Pacific Journal of Business Venturing and Entrepreneurship, 10(5), 219-231 https://doi.org/10.16972/apjbve.10.5.201510.219
  13. Chung. D. S., & Lee. H. O.(2015). An Impact of Organizational Ambidexterity, Innovativeness and Environmental Dynamism on the Corporate Performance in Inno-Biz Small-Medium Corporation, Journal of Human Resource Management Research, 22(1), 213-231 https://doi.org/10.14396/jhrmr.2015.22.1.213
  14. Claver, E., Tari, J. J., & Molina, J. F.(2003). Critical Factors and Results of Quality Management: An Empirical Study. Total Quality Management and Business Excellence, 14(1), 91-118. https://doi.org/10.1080/14783360309709
  15. Collins, C. J., & Smith, K. G.(2006). Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High-technology Firms. Academy of Management Journal, 49(3), 544-560. https://doi.org/10.5465/amj.2006.21794671
  16. D'Aveni, R.(1994). Hypercompetition: Managing the Dynamics of Strategic Maneuvering. New York, The Free Press.
  17. Duncan, R. B.(1976). The Ambidextrous Organization: Designing Dual Structures for Innovation. In R. H. Kilmann, L. R. Pondy and D. P. Slevin (eds). The Management of Organization Design, 1, 167-188. New York: Elsevier North-Holland.
  18. Ebrahimi, M., & Sadeghi, M.(2013). Quality management and performance: An annotated review. International Journal of Production Research, 51(18), 5625-5643. https://doi.org/10.1080/00207543.2013.793426
  19. Gibson, C. B., & J. Birkinshaw(2004). The antecedents, Consequences, and Mediating Role of Organizational ambidexterity. Academy of Management Journal, 47, 209-226
  20. Gupta, A. K., Smith, K. E., & Shalley, C. E.(2006). The Interplay between Exploration and Exploitation. Academy of Management Journal, 49, 693-706 https://doi.org/10.5465/amj.2006.22083026
  21. Hayes, A. F.(2012). PROCESS: A versatile Computational tool for Observed Variable Mediation, Moderation, and Conditional Process Modeling. Manuscript Submitted for publication.
  22. He, Z., & Wong P.(2004). Exploration and Exploitation: An Empirical Test of the Ambidexterity Hypothesis. Organization Science, 15, 481-494 https://doi.org/10.1287/orsc.1040.0078
  23. Hsu, S. H., Tzeng, S. F., & Wang, Y. C.(2007). How to Increase Exploration within the TQM Practice. Total Quality Management & Business Excellence, 18(10), 1075-1081 https://doi.org/10.1080/14783360701594626
  24. Jansen, J. J., George, G., Van den Bosch, F. A., & Volberda, H. W.(2008). Senior team attributes and organizational ambidexterity: The moderating role of transformational leadership. Journal of Management Studies, 45(5), 982-1007. https://doi.org/10.1111/j.1467-6486.2008.00775.x
  25. Jansen, J. J., Simsek, Z., & Cao, Q.(2012). Ambidexterity and performance in multiunit contexts: Cross-level moderating effects of structural and resource attributes. Strategic Management Journal, 33(11), 1286-1303. https://doi.org/10.1002/smj.1977
  26. Ju. W. J.(2006). The Effects of TQM on Business Performance, Moderated by Quality Management Practices: An Empirical Study on. Doctor's thesis, Graduate School of Hansung University
  27. Kim, D. Y., Kumar, V., & Kumar, U.(2012). Relationship between Quality Management Practices and Innovation. Journal of Operations Management, 30(4), 295-315 https://doi.org/10.1016/j.jom.2012.02.003
  28. Kim. Y., & Ha. S. W.(2005). Technological Learning of SMEs in the Korean Electronic Parts Industry: Exploration and Exploitation. 2015 Korea Academy of Management Autumn Conference Paper. 283-214
  29. Knott, A. M.(2002). Exploration and Exploitation as Complements. In C. W. Choo & N. Bontis (Eds.), The Strategic Management of Intellectual Capital and Organizational Knowledge. 339-358. Oxford, UK: Oxford University Press.
  30. Koo, I. S.(2012). The Effects of Innovation Activity to Business Performance in Small and Medium Enterprises. Asia-Pacific Journal of Business Venturing and Entrepreneurship, 7(4), 1-8.
  31. Lawler, E. E., & Mohrman, S. A.(1985). Quality Circles after the Fad. Harvard Business Review, 63, 65-71.
  32. Lee. D. G.(1999). An Empirical Study on the Relationship between Management Quality and Performance of Domestic IT Corporations - Focused on the Criteria of MBNQA. Doctor's thesis, Graduate School of Management Hongik University
  33. Lee. J. Y., & Kim H, Y.(2016). The Effects of Emotional Labor on Burnout: The Moderating and Mediating Effects of Flourishing in Child Care Teachers. Korean Journal of Child Studies, 37(4), 169-179 https://doi.org/10.5723/kjcs.2016.37.4.169
  34. Levinthal, D. A., & March, J. G.(1993). The Myopia of Learning. Strategic Management Journal, 14, 95-112 https://doi.org/10.1002/smj.4250141009
  35. Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F.(2006). Ambidexterity and performance in small-to medium-sized firms: The pivotal role of top management team behavioral integration. Journal of management, 32(5), 646-672. https://doi.org/10.1177/0149206306290712
  36. March, J.(1991). Exploration and Exploitation in Organizational Learning, Organization Science, 2, 71-87 https://doi.org/10.1287/orsc.2.1.71
  37. McGrath, R. G.(2001). Exploratory Learning, Innovative Capacity, and Managerial Oversight. Academy of Management Journal, 44, 118-131
  38. McNamara, P., & Baden-Fuller C.(1999). Lessons from the Celltech Case: Knowledge Exploration and Exploitation in Organizational Renewal. British Journal of Management, 10, 291-293 https://doi.org/10.1111/1467-8551.00140
  39. Moon, H. S., & Lee, S. M.(2016). The Moderating Impact of Middle Managers' Strategy Implementation on the Entrepreneurial Orientation-performance Relationship. Journal of Organization and Management, 40(3), 185-212
  40. Moon, S. M, & Huh. M. G. (2013). The Harmony between Exploitation and Exploration: Multidimensional Approach to Organizational Ambidexterity. Korean Management Review, 42(1), 293-320
  41. Moreno-Luzon, M., & Gil-Marques, M.(2015). The Contribution of TQM to Organizational Ambidexterity: The State of the Art and Promising Research Streams, in Peris-Ortiz et al. (eds.). Achieving Competitive Advantage through Quality Management, 293-305
  42. Moreno-Luzon, M. D., & Pasola, J. V.(2011). Ambidexterity and Total Quality Management: Towards a Research Agenda. Management Decision, 49(6), 927-947. https://doi.org/10.1108/00251741111143612
  43. Moreno-Luzon, M. D., Gil-Marques, M., & Arteaga, F.(2013). Driving Organisational Ambidexterity through Process Management: The Key Role of Cultural Change. Total Quality Management & Business Excellence. Advance online publication.
  44. Motwani, J.(2001). Critical factors and Performance Measures of TQM. The TQM Magazine, 13(4), 292-300 https://doi.org/10.1108/13683040010362300
  45. Nunnally, J. C.(1978). Psychometric Theory. (2nd ed.). New York: McGraw-Hill.
  46. Oh, N. H., & Kim G. H.(2012). A Relationship about Between of Empowerment and Innovation and jo Performance. 2012 Korean Academy of Organization and Management Autumn Conference Paper, 84-99
  47. Ok, C. H.(2015). The Impact of HPWS on Firm Performance: Panel Design Analysis for Mediating Effects of Organizational Ambidexterity. Journal of Human Resource Management Research, 22(1), 45-72
  48. Patel, V., Swain, M. J., King, J., & Furukawa, M. F.(2013). Physician capability to electronically exchange clinical information. 2011. The American journal of managed care, 19(10), 835-843.
  49. Preacher, K. J., & Hayes, A. F.(2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods. Instruments, and Computers, 36, 717-731. https://doi.org/10.3758/BF03206553
  50. Preacher, K. J., & Hayes, A. F.(2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40, 879-891. https://doi.org/10.3758/BRM.40.3.879
  51. Raisch, S., & Birkinshaw, J.(2008). Organizational ambidexterity: Antecedents, outcomes and moderators. Journal of Management, 34(3), 375-409 https://doi.org/10.1177/0149206308316058
  52. Salaheldin, S. I.(2009), Critical Success Factors for TQM Implementation and Their Impact on Performance of SMEs. International Journal of Productivity and Performance Management, 58(3), 215-237 https://doi.org/10.1108/17410400910938832
  53. Schulze, P., Heinemann, F., & Abedin, A.(2008). Balancing Exploitation and Exploration Organizational Antecedents and Performance effects of Ambidexterity. Academy of Management (AOM) Annual Meeting, Anaheim, CA, 1-6.
  54. Seetharaman, A., Sreenivasan, J., & Boon, L. P.(2006). Critical Success Factors of Total Quality Management. Quality & Quantity, 40: 675-695. https://doi.org/10.1007/s11135-005-1097-2
  55. Sila, I., & Ebrahimpour, M.(2003). Examination and Comparison of the Critical Factors of Total Quality Management (TQM) across Countries. International Journal of Production Research, 41(2), 235-268 https://doi.org/10.1080/0020754021000022212
  56. Simsek, Z.(2009). Organizational Ambidexterity: Towards a Multilevel Understanding. Journal of Management Studies, 46, 597-624 https://doi.org/10.1111/j.1467-6486.2009.00828.x
  57. Simsek, Z., Heavey, C., Veiga, J. F., & Souder, D.(2009). A Typology for Aligning Organizational Ambidexterity's Conceptualizations, Antecedents and Outcomes. Journal of Management Studies, 46(5), 864-94. https://doi.org/10.1111/j.1467-6486.2009.00841.x
  58. Tushman, M. L., & O'Reilly III, C. A.(1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California management review, 38(4), 8-29. https://doi.org/10.2307/41165852
  59. Wernerfelt, B.(1984). A Resource-based View of the Firm. Strategic Management Journal, 5(2), 171-180 https://doi.org/10.1002/smj.4250050207
  60. Zhang, D., Linderman, K., & Schroeder, R. G.(2012). The Moderating Role of Contextual Factors on Quality Management Practices. Journal of Operations Management, 30(1), 12-23. https://doi.org/10.1016/j.jom.2011.05.001