The Relationship Between Quality Management, Organizational Learning, and Organizational Performance

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.

Name thesis:degree_name

Ph.D.

Level thesis:degree_level

Dissertation

Discipline thesis:degree_discipline

Human Resources and Family Studies

Grantor

University of Illinois at Urbana-Champaign

Year dc:date

2015

Author dc:creator

• Oh, Seok Young

Contributors dc:contributor

• Kuchinke, K. Peter

• Business Administration, Management

Language dc:language

eng

Identifier

(MiAaPQ)AAI3363048

OAI identifier oai:identifier

oai:www.ideals.illinois.edu:2142/87804