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    The impacts of internal quality management relations on the triple bottom line: A dynamic capability perspective

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    Publication type
    Vlerick strategic journal article
    Author
    Alsawafi, Ahmed
    Lemke, Fred
    Yang, Ying
    Publication Year
    2021
    Journal
    International Journal of Production Economics
    Publication Volume
    232
    Publication Issue
    February
    
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    Abstract
    This paper takes the dynamic capability (DC) theory as a theoretical perspective to investigate empirically the role of the internal dimensional view of quality management (QM) relations (management and employee) in driving sustainability performance, specifically social, environmental and economic dimensions. Data was collected from 226 UK manufacturing firms, and the relationships were empirically tested using structural equation modelling (SEM). The results show that internal management relation contributes to supporting employee relations and quality training. However, it is indirectly related to sustainability performance. In addition, management relations are indirectly connected with sustainability performance through employee relations. This study is relevant to academics and practitioners as it focuses on significant QM relations that are beneficial for the triple bottom line (TBL) of firms. As firms adopt QM relations to sustain their competitive advantage and achieve operational performance, it is crucial to identify which internal quality management relations associated with social, environmental and economic sustainability performance dimensions exert an influence.
    Keyword
    Internal Quality Management Relations, Dynamic Capabilities, Sustainability Performance, Triple Bottom Line
    Knowledge Domain/Industry
    Marketing & Sales
    DOI
    10.1016/j.ijpe.2020.107927
    URI
    http://hdl.handle.net/20.500.12127/6605
    ae974a485f413a2113503eed53cd6c53
    10.1016/j.ijpe.2020.107927
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