The influence of individual readiness for change dimensions on quality management implementation in Algerian manufacturing organisations

YesA comprehensive literature review reveals a lack of empirical studies investigating the influence of individual readiness of change (IRFC) as a multidimensional construct on effective quality improvement programmes (often referred as TQM) implementation. Much of the normative literature is conceptual in nature. Moreover, there is very limited research investigating the mediating role of employee affective commitment to change (IACC) between IRFCs and TQM. Therefore, this study proposes to fill this gap by providing empirical evidence leading to advancement in the understanding of direct and indirect influences of IRFC components on TQM implementation. To achieve this, a questionnaire-based survey was developed and self-administered to 226 middle managers in Algerian manufacturing organisations (AMOs) with a good rate of return of 52%. The analysis of the collected data revealed that two of the IRFC components, namely personally beneficial and change self-efficacy are the most supportive IRFC dimensions for TQM implementation. Furthermore, the results of this study show support for the mediating role of IACC in the relationship between IRFCs and TQM implementation. Therefore, this paper makes a novel contribution by providing a refined and deeper comprehension of the relationships between IRFCs and TQM implementation

Organisational culture and TQM implementation: investigating the mediating influences of multidimensional employee readiness for change

Despite the robust evidence for the direct relationship between organisational culture (OC) and total quality management (TQM), the mechanisms underlying this relationship are not fully explored and have received little empirical attention. This paper extends prior TQM research in a novel way by building and then empirically testing a theoretical model that includes the mediating role of employee readiness for change dimensions (ERFCs) in the OC-TQM relationship. The paper adds value through its contextual originality in being one of the first studies that are conducted in Algeria; which has special ties with the EU geographically, politically and economically. The empirical data for this study was drawn by distributing a questionnaire to 226 middle managers of Algerian firms. Our findings support the mediating roles of two dimensions of ERFC, namely: self-efficacy (ERFC1) and personal valence (ERFC4) in the OC-TQM relationship. This indicates that the improvement in TQM implementation is not a direct consequence of supportive organisational culture but rather of self-efficacy and personal valence transferring the impact of group and adhocracy culture to TQM. To this effect, these results go beyond previous research and contribute significantly in explaining the underlying psychological mechanisms in the OC-TQM relationships model

Leadership patterns in the construction industry in Algeria

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Turing test for organizational intelligence

This article considers the popular perception of man’s superiority to machine and the arguments for and against the possibility of thinking-machines.The Turing Test is used as a basis for these discussions and the philosophical debates that surround the test and some of the implications that artificial intelligence may have for mankind are reviewed.The paper also considers Turing’s Test for artificial intelligence as a method for exploring the concept of organizational intelligence

Organizational culture and affective commitment to e-learning’ changes during COVID-19 pandemic: The underlying effects of readiness for change.

Higher education institutions (HEIs) have been embracing digital transformation for years, but the disruptive influence of the global COVID-19 pandemic has accelerated it. Despite the importance of organizational culture (OC) for the successful delivery of e-learning, empirical studies looking at its impact on academics’ readiness and affective commitment to e-learning-induced changes are scant. This study unveils the underlying impacts of multiple employee readiness for change (ERFC) dimensions in the OC-employee affective commitment to change (EACC) relationship. Survey data were obtained from 1,200 Jordanian public HEIs’ academics. Structural equation modelling was used to analyze the data, testing the study’s six hypotheses. The findings offer a novel contribution by showing that OC types influence different dimensions of ERFC, each having a distinctive impact on EACC. It further shows that two ERFC dimensions, namely self-efficacy and personal valence, function as full mediators in the relationships between group culture/adhocracy culture and EACC