{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/87804"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/87804","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"The Relationship Between Quality Management, Organizational Learning, and Organizational Performance","abstract":"In addition to the hypothesized model, four alternative models were tested as follow-up analyses. These models were tested by adding a path(s) to the hypothesized model based on the literature. Among the four alternative models, the first model which added a path between learning stocks and learning flows showed significantly improved model fit compared with the hypothesized model. The first alternative model also presented the importance of the effect of learning stocks on learning flows in the structural relationships. Furthermore it demonstrated that core QM practices significantly influence learning flows while infrastructure QM practices impact only learning stocks. Based on the results of the first alternative model, this study concludes that the effects of both core QM practices and infrastructure QM practices on OL activities are complementary when knowledge accumulated by members is freely transferred to other members and groups or throughout organizations. This study also concludes that knowledge transfer activities are important determinants for business performance while knowledge accumulation activities are not.","abstract_html":"In addition to the hypothesized model, four alternative models were tested as follow-up analyses. These models were tested by adding a path(s) to the hypothesized model based on the literature. Among the four alternative models, the first model which added a path between learning stocks and learning flows showed significantly improved model fit compared with the hypothesized model. The first alternative model also presented the importance of the effect of learning stocks on learning flows in the structural relationships. Furthermore it demonstrated that core QM practices significantly influence learning flows while infrastructure QM practices impact only learning stocks. Based on the results of the first alternative model, this study concludes that the effects of both core QM practices and infrastructure QM practices on OL activities are complementary when knowledge accumulated by members is freely transferred to other members and groups or throughout organizations. This study also concludes that knowledge transfer activities are important determinants for business performance while knowledge accumulation activities are not.","abstract_has_math":false,"creators":["Oh, Seok Young"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Human Resources and Family Studies","degree_department":null,"school":null,"contributors":["Kuchinke, K. Peter"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2015,"date_issued":"2015-09-28T16:59:01Z","date_published":"2015-09-28T16:59:01Z","updated_at":"2026-07-22T22:26:31Z","subjects":["Business Administration, Management"],"languages":["eng"],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["(MiAaPQ)AAI3363048"],"render_values":[{"text":"(MiAaPQ)AAI3363048","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2142/87804","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Kuchinke, K. 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These models were tested by adding a path(s) to the hypothesized model based on the literature. Among the four alternative models, the first model which added a path between learning stocks and learning flows showed significantly improved model fit compared with the hypothesized model. The first alternative model also presented the importance of the effect of learning stocks on learning flows in the structural relationships. Furthermore it demonstrated that core QM practices significantly influence learning flows while infrastructure QM practices impact only learning stocks. Based on the results of the first alternative model, this study concludes that the effects of both core QM practices and infrastructure QM practices on OL activities are complementary when knowledge accumulated by members is freely transferred to other members and groups or throughout organizations. This study also concludes that knowledge transfer activities are important determinants for business performance while knowledge accumulation activities are not.","Made available in DSpace on 2015-09-28T16:59:01Z (GMT). No. of bitstreams: 2 license.txt: 4848 bytes, checksum: 96035ab3f5e1c23cc7138a224ce498bd (MD5) 3363048.pdf: 3383550 bytes, checksum: 6022497ba3d908f1a83bfc335cae8b20 (MD5) Previous issue date: 2009","Embargo set by: Seth Robbins for item 89085 Lift date: Forever Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","U of I Only","221 p.","Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2009."]},{"key":"dc:title","label":"Title","values":["The Relationship Between Quality Management, Organizational Learning, and Organizational Performance"]}]}],"canonical_facts":{"dc:contributor":["Kuchinke, K. 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Based on the results of the first alternative model, this study concludes that the effects of both core QM practices and infrastructure QM practices on OL activities are complementary when knowledge accumulated by members is freely transferred to other members and groups or throughout organizations. This study also concludes that knowledge transfer activities are important determinants for business performance while knowledge accumulation activities are not.","Made available in DSpace on 2015-09-28T16:59:01Z (GMT). No. of bitstreams: 2 license.txt: 4848 bytes, checksum: 96035ab3f5e1c23cc7138a224ce498bd (MD5) 3363048.pdf: 3383550 bytes, checksum: 6022497ba3d908f1a83bfc335cae8b20 (MD5) Previous issue date: 2009","Embargo set by: Seth Robbins for item 89085 Lift date: Forever Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","U of I Only","221 p.","Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2009."],"dc:identifier":["http://hdl.handle.net/2142/87804","(MiAaPQ)AAI3363048"],"dc:language":["eng"],"dc:subject":["Business Administration, Management"],"dc:title":["The Relationship Between Quality Management, Organizational Learning, and Organizational Performance"],"dc:type":["text"],"thesis:degree_discipline":["Human Resources and Family Studies"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Ph.D."],"thesis:institution_name":["University of Illinois at Urbana-Champaign"]},"updated_at":"2026-07-22T22:26:31Z"}