A conceptual framework of total quality management on innovation performance in the banking sector

• Published in: TQM journal 2024-04, Vol.36 (4), p.1193-1211
• Main Authors: Ahinful, Abraham Ato, Opoku Mensah, Abigail, Koomson, Samuel, Nyarko, Felix Kwame, Nkrumah, Edmund
• Format: Article
• Language: English
• Subjects: Banking; Banking industry; Context; Customer retention; Customer services; Employees; Financial services; Government regulations; Human resource management; Innovations; International finance; Leadership; Literature reviews; Philosophy; Quality control; Quality management; Service design; Strategic management; Sustainable development; Total quality; Total quality management
• ISSN: 1754-2731; 1754-274X
• DOI: 10.1108/TQM-11-2022-0334

PurposeThe “United Nations' Sustainable Development Goal” 9 seeks to “… foster innovation” in all sectors of an economy. Thus, this conceptual piece addresses the indirect effect of innovative behaviour (INB) between total quality management (TQM) and innovation performance (INP). It further explores the context-contingent effect of four external factors [government regulation (GOV), market dynamism (MKD), competitive intensity (CMP) and technological turbulence (TUR)] on the TQM–INB linkage.Design/methodology/approachBy incorporating both theoretical and empirical works in the fields of strategic management, innovation and business performance, this conceptual piece constructs a conceptual model, using a systematic literature review, alongside suppositions that can be tested in further studies.FindingsThis conceptual piece puts forward that TQM will be favourably connected to INP, and this favourable association will be mediated by INB. Moreover, GOV, MKD, CMP and TUR will have a favourable context-contingent effect on the favourable direct connection between TQM and INB.Research limitations/implicationsThis conceptual piece affords suggestions for both practitioners and researchers alike in the areas of innovative and strategic decision-making in banking establishments for reinforcing INP by introducing TQM, INB, GOV, MKD, CMP and TUR as innovative-strategic tools. It also delivers suggestions for forthcoming academics to examine this conceptual piece, empirically, in diverse banking sites worldwide.Practical implicationsPractical lessons for managers, employees, customers and consultants within the banking sector for the superior advantage of all key stakeholders are deliberated.Originality/valueThis study provides a new model to demonstrate how TQM leads to INP by passing through INB of employees, and how TQM fosters INB under diverse degrees of GOV, MKD, CMP and TUR. It shows how internal factors (7 TQM dimensions) and external factors (GOV, MKD, CMP and TUR) interact to foster employee INB. It also underscores the theoretical authority of three theories utilised, both individually and in combination, by using them to explain new relationships.