Método etnográfico

1. Study of Waddell and Stewart (2006) “The Inte rdependency between

Knowledge Management and Quality” This study aimed to test the relationship between KM and quality. The sample of the stud y consisted of 1000 questionnaires distributed to Australian companies; 25 per cent of the total number of distributed questionnaires were retrieved. The study found that of the many results, the most prominent one represents that there is a relationship between KM and quality and that there is a kind of support for KM as a key component for the transfer of culture of quality in these companies.

2. Study of Chua and Lam (2007) “Quality assurance in online education: The Universities 21 Global approach” This study aimed to describe the quality assurance processes in a global university. The study found that the quality assurance processes in the study sample of universities worked to achieve student satisfaction and to attract additional students. In addition, the adoption of quality assurance processes facilitated the enrolment of students in these universities through e-learning and the transfer of knowledge possessed by these universities.

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3. Study of Zhao and Bryar (2006) “Integrating Knowledge Management and Total A Complementary Process: Quality” This study aimed to describe the quality assurance processes. The study provided a brief theoretical presentation on KM and TQM, and it compared both of them in terms of goals, strategies, and focus. Also, it attempted to integrate both philosophies in order to develop and provide continuous improvement in business organisations. The study found that knowledge that is based on TQM facilitates and guides the process of learning and provides continuous improvement in business activities. In addition to that, the integration between these two management systems leads to change in customer needs and expectations.

4. Study of Baserda (2006) “The integration of knowledge management and total

quality and its impact on performance ” Performance is a measure of efficiency, effectiveness, and learning for human resources, which is also the fundamental measure for success as well as the index upon which many administrative decisions are built. The study determined the effects of each e lement of KM and TQM on performance as a whole and on each of its components. There were large effects on performance (positive relations) when the activities and events of KM were integrated with TQM. Therefore, the study came to the conclusion that the model of balanced scorecards of parallel relations is the most important model that can be used to measure the performance of the organisation.

5. Study of William Gang Dzekashu (2009) “Integration of Quality Management

into the Tacit Knowledge Capture Process” The study confirmed that adoption of QM in the process of documenting critical knowledge could lead to greatly improved knowledge quality as well as to operational excellence and better organisational performance. Organisations are encouraged to implement quality standards that best fit their culture.

6. Juozas Ruþevièius (2006) “Integration of Total Quality Manage ment and Knowledge Management” The main field of KM is the use and development of an organisation’s knowledge resources in order to meet its goals. Explicit documented knowledge needs to be managed as much as tacit subjective knowledge. An organisation’s managers need to establish and determine all the processes related to the identification, creation, storage, and dispersal of knowledge. For this to occur, organisations must implement a system that trains employees on how to create, store, maintain, safeguard, and share knowledge. Although the concepts of TQM and KM are markedly different, there are four fields of commonality: goals , areas receiving particular attention, the position they hold in the organisation in terms of its general

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management, and issues regarding the financial benefits of implementing these systems. The author has devised a model that integrates KM into TQM, which could be used in TQM training and when implementing TQM and KM in an organisation.

3.5. 1 What Distinguishes the Current Study from Previous Studies?

By reviewing the past studies, it appears that some of them examined the attitudes of managers towards the application of KM, and other studies examined the performance, creativity, and decision- making of KM as well as discovering the competitive advantage. The current study and what distinguishes it from past studies and research is that it reviews an important and vital aspect; that is, the integration of KM and TQM and its impact on EP in institutions of HE in Jordan and its role in achieving TQM in this institution, where most efforts and research were directed to wards KM. Also, the researcher has benefited from previous stud ies, and this benefit is reflected in two important points. The first point is the formulation of the theoretical framework for the study, and the second is the formulation of the hypotheses.

3.6 Summary

This chapter focused on reviewing the relevant literature on quality and TQM. A large amount of literature focused on the attributes of quality and TQM. This literature reported various information related to the concept, its application and elements of both ‘quality’ and ‘TQM’. As a result of the various studies, and global concern regarding quality, a large number of TQM pioneers have participated in its illustration, development, and ease of application. The appearance of many models has also contributed to the illustration, understanding, and interpretation of TQM. In the light of these models, various elements of TQM have emerged. Effective leadership, continuous improvement, and personnel participation are the significant elements of TQM. Furthermore, customer satisfaction is a pivotal goal that this philosophy seeks to achieve. In order to understand the concept of quality and TQM, it is necessary to comprehend the relevant issues that are interrelated with each other. Therefore, this chapter along with Chapter 2 has provided a background on TQM and KM, which are both essential issues for modern educational performance that will be reviewed in the next chapter.

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CHAPTER FOUR

EDUCATIONAL PERFORMANCE

4.1 Introduction

The processes of KM and TQM are closely associated with the performance of higher education (HE). A number of elements are considered for KM and TQM. For KM, identification, acquisition, storage, sharing, and application of knowledge elements are considered. Whilst for TQM, elements include leadership commitment, strategic planning, continuous improvement, customer focus, process focus, employee involvement, training and learning, and rewards and recognition (Zwain, 2012). In addition, the measurement of performance plays an important role in the overall organisational process. Therefore, it is considered an integral part of managing educational performance. Literature reported that the importance of ensuring TQM directs the organisation for sustainable improvements (Armitage and Atkinson 1990, Vollmann 1990). TQM allows for the potential for an organisation to be competitive when it is suitably organised and performance is managed effectively. Human resources and strategic planning influence this.

This chapter represents the third part of the literature review and focuses on educational performance. The previous two chapters reviewed the literature related to knowledge and knowledge management (KM) (Chapter 2), and quality and total quality management (TQM) (Chapter 3). In this respect, the quality practices are an essential factor for managing the organisation system to achieve effective performance. This is associated with success and leads to many administrative decisions that benefit the organisation to sustain its performance in the market. Consequently, performance is the basis that reflects the organisation’s ability to achieve efficiency, effectiveness, and the appropriate uses of its available human and material resources to achieve its goals. It is a measure for success and an indicator upon which many administrative decisions have been made. Furthermore, in light of the many complex and individual standards, there are many areas of performance. The BSC model, adopted by this study, is one of the most important complex standards to measure the performance of an organisation. The structure of this chapter includes reviewing and discussing the main issues that contribute to a better understanding of educational performance. This chapter will concentrate on different aspects of performance in education, including concepts, mainly of BSC models and their application and implementation.

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