Despite the substantial body of existing literature examining the influence of organisational culture (OC) on total quality management (TQM) implementation, the mechanism through which an organisation's culture comes to have an impact on TQM implementation has not been adequately addressed. The purpose of this article is to empirically examine the mediating role of individual readiness for change (IRFC) as one possible mechanism through which an organisation's culture results in having an impact on TQM implementation. To achieve this, a questionnaire-based survey was developed and self-administered to 350 middle managers in Syrian manufacturing organisations. The analysis of the collected data revealed that the adhocracy and group culture types are the most supportive cultures for TQM implementation. Furthermore, the results of this study show support for the mediating role of IRFC in the relationship between OC and TQM implementation. Therefore, this article makes a novel contribution by providing a refined and deeper comprehension of the relationships between OC types and TQM implementation. The article highlights the managerial implications of the findings and suggests future research directions.
- total quality management
- organisational culture
- individual readiness for change
- manufacturing organisations