The role of total quality management practices in achieving organizational agility (Exploratory research for the opinions of a sample of professors from the University of Maysan)
Keywords:total quality management practices, organizational agility
The research aimed to test the effect of total quality management practices as an independent variable on organizational agility as a dependent variable. In order to achieve this, the research relied on seven dimensions of total quality management practices represented by (leadership ,strategic planning, customer focus, information, analysis and improvement, focus on human resources, process management, quality results). Based on the scale (2004, Conca et al) and (Tai et al 2007). The dimensions of organizational agility were adopted, represented by (response, ability, flexibility, speed) based on the scale (1999, Sharifi , & Zhang) and (2021 Hussein et al), and Maysan University was chosen to test the hypotheses of this research through the main tool for data and information collection ( The questionnaire) which was prepared for this purpose, and the sample included (166) directors at the university, and the research problem was represented in a set of intellectual questions, the most prominent of which was (what is the type and nature of the relationship between the practices of total quality management and organizational agility in the researched university). The importance of the research was manifested in the educational sector, which is one of the most important sectors that seek to develop the knowledge of students, improve the quality of life and address social and global challenges. As et of ready-made statistical methods were used, including (23.SPSS V) and (23.AMOS V) in analyzing and testing the research hypotheses. The research came out with a set of results, the most important of which are (the practices of total quality management affect the achievement of organizational agility).
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Copyright (c) 2022 Mohammed Hammadi Al-Bakhati, Sahar Abbas Hussein Al-Zayadi
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