Top management commitment and overall engineering education excellence

The relationship between soft and hard quality management practices, innovation and organizational performance in higher education

Purpose

This study aims to empirically investigate the effects of both soft and hard quality management (QM) on innovation and organizational performance. It also examines the mediating role of hard QM, administrative innovation and technical innovation on the relationship between soft QM and organizational performance in higher education (HE).

Design/methodology/approach

The approach of this study is quantitative. The data used to test the hypotheses were obtained through online questionnaire sent to the academic staff of public universities in Naples (Italy). The hypothesized relationships are tested with data collected from 356 respondents by using the partial least squares structural equation modeling technique (PLS-SEM).

Findings

The results show that quality practices improve innovation and organizational performance, while innovation positively impacts organizational performance. The findings also indicate that soft QM affects organizational performance directly and indirectly through hard QM. Hard QM and innovation show a partial sequential mediating effect on soft QM-performance relationship

Practical implications

In order to implement quality management properly in HE, directors need to recognize the different roles that soft and hard QM can have on innovation and organizational performance. It is important that higher education institutions (HEIs) allocate resources to establish both types of QM practices to achieve the effectiveness of the whole QM system.

Originality/value

Despite the existence of numerous studies on the relationship between QM, innovation and organizational performance in manufacturing and services, studies conducted in higher education are still few. This is one of the earliest studies that adopt the multidimensional approach of QM in HE which could help directors understand the interdependencies and different roles of soft and hard quality practices.

Evaluating comparative performance of Indian engineering educational institutes based on TQM criteria for internal benchmarking

Purpose

The purpose of this paper is to provide a framework for designing a multiple performance measurement tool for evaluating, comparing and benchmarking the working of engineering educational institutes in a group based on total quality management (TQM) criteria and performance measurement criterion, respectively.

Design/methodology/approach

Proposed framework is based on fuzzy analytic hierarchy process (FAHP) which takes in to account the fuzziness of human opinion for realistic outcome and generalization of the results. Based on the proposed framework a case study was conducted on engineering institutes of central India for collecting data and analyzing the current practices followed in these institutes. A relationship among TQM implementation criterion was developed, their respective weights derived and then institutes were ranked.

Findings

It was found that the rank of institutions based on both the criterion is same, which indicates that the institutes having better TQM implementation have better performance.

Research limitations/implications

The research in this paper is limited to Indian scenario; studies in other countries and sectors may be conducted to compare the results obtained.

Practical implications

The results will help policy makers in identifying institutions having poor performance in the region.

Originality/value

The paper is navel in its attempt to provide a model based on TQM criteria for evaluating the working of engineering educational institutes in a group in terms of their relative weightage and benchmark.

Academic leadership and Lean Six Sigma

Purpose

– The purpose of this paper is to demonstrate the ability to researchers of using design of experiments (DoE) as a structured and systematic approach to performing systematic literature reviews. The authors demonstrate a simple case study illustrating the application of DoE in executing a systematic literature review on two popular topics in higher education: academic leadership and Lean Six Sigma.

Design/methodology/approach

– The methodology involves the systematic literature review of linking academic leadership with terms such as Lean, Six Sigma, Total Quality Management, Maturity Model and Continuous Improvement. The main tool used to structure the systematic literature review is a Taguchi Orthogonal Array design, specifically an L16 grid and the method is verified by conducting another review, replacing the term academic leadership with simply leadership.

Findings

– The approach identified at first no research papers linking the terms; however, when academic leadership was replaced with university, 19 research papers where discovered. The verification exercise, linking just leadership with the other search string generated over 1,000 results – demonstrating that the tool can find large volumes of articles if they exist, the search was completed for a ten year time frame – 2004 to 2014.

Research limitations/implications

– The case study focussed on a field which is known to have little current research and the verification exercise deliberately targeted a known large body of research. The authors will continue to use the approach and refine the technique over time.

Practical implications

– This approach would help any researcher despite of their discipline to identify opportunities and gaps in the current literature.

Originality/value

– The paper shows how DoE can be used in an academic research-based process. No other literature review approach currently exists which uses Taguchi approach to DoE to filter the search criteria.