Global supply chain disruptions have grown in recent years, showing that organisational preparedness and recovery mechanisms are weak. Though past research has examined resilience strategies, little focus has been given to total quality management (TQM) as an internal strength to promote organisational resilience in the presence of disruption. This article addresses this gap by looking at the impact of four dimensions of TQM, namely employee involvement and training, top management commitment (TMC), process management and standardisation, and supplier relationship and quality integration (SRQI) on organisational resilience in Saudi Arabian organisations.
A quantitative and cross-sectional survey of 342 supply chain professionals was analysed using SPSS, which included reliability tests, correlation analysis and multiple regression.
Results have shown that TQM has strong predictive capacity in relation to resilience (R2 = 0.616), with SRQI (β = 0.282) and TMC (β = 0.250) showing the most important predictors. The positive effects were significant in each of the four dimensions (p < 0.01).
The cross-sectional aspect of the research at hand restricts its capacity to portray the dynamic and time-related components of organisational resilience. The sample itself was limited to Saudi Arabian organisations, which might hamper generalisation of the findings to situations that define other economies or cultures.
Organisations need to strengthen TQM practices in order to improve preparedness and recovery during disruptions. Hence, investing in employee training, standardised processes and supplier collaboration helps firms in maintaining operational continuity and supply chain stability.
Organisations need to strengthen TQM practices in order to improve preparedness and recovery during disruptions. Hence, investing in employee training, standardised processes and supplier collaboration helps firms in maintaining operational continuity and supply chain stability.
The discussion concludes that TQM is a strategic competence that enhances flexibility, recuperation and robustness of operations. The future implications include the scale-up of the model, harnessing the digital transformation preparedness and longitudinal studies to gauge the dynamics of resilience over time.
