Purpose This study investigates the role of "soft" factors of total quality management - in terms of empowerment and engagement of employees - in facilitating or hindering organizational performance of the university technology transfer offices. Design/methodology/approach The authors developed an Ordinary Least Squares (OLS), multiple regression model to test if empowerment and engagement affect organizational performance of the university technology transfer offices. Findings The authors found that "soft" factors of total quality management - in terms of empowerment and engagement - facilitate the improvement of organizational performance in university technology transfer offices. Practical implications The authors' analysis shows that soft total quality management practices create the conditions for improving organizational performance. This study provides practical implications by showing that, in the evaluation of the technology transfer office, not only the "hard" variables (e.g. number of employees and employee experience) but also the "soft" one (e.g. empowerment and engagement) matter. Therefore, university technology transfer managers or university technology transfer delegates should take actions to promote not only empowering employees but also create a climate conducive to employees' engagement in the university technology transfer offices. Originality/value With regards to the differences in organizational performances of university technology transfer offices, several studies have focused their attention on technology transfer professionals in technology transfer offices, but only a few of them have examined the "soft side" of total quality management. Thus, this study examines the organizational goals of technology transfer offices through "soft" factors of total quality management in terms of empowerment and engagement employees.

Not just numbers! Improving TTO performance by balancing the soft sides of the TQM / Cucino, V; Del Sarto, N; Ferrigno, G; Piccaluga, AMC; Di Minin, A. - In: THE TQM JOURNAL. - ISSN 1754-2731. - ELETTRONICO. - (2022), pp. 0-0. [10.1108/TQM-01-2022-0034]

Not just numbers! Improving TTO performance by balancing the soft sides of the TQM

Del Sarto, N;
2022

Abstract

Purpose This study investigates the role of "soft" factors of total quality management - in terms of empowerment and engagement of employees - in facilitating or hindering organizational performance of the university technology transfer offices. Design/methodology/approach The authors developed an Ordinary Least Squares (OLS), multiple regression model to test if empowerment and engagement affect organizational performance of the university technology transfer offices. Findings The authors found that "soft" factors of total quality management - in terms of empowerment and engagement - facilitate the improvement of organizational performance in university technology transfer offices. Practical implications The authors' analysis shows that soft total quality management practices create the conditions for improving organizational performance. This study provides practical implications by showing that, in the evaluation of the technology transfer office, not only the "hard" variables (e.g. number of employees and employee experience) but also the "soft" one (e.g. empowerment and engagement) matter. Therefore, university technology transfer managers or university technology transfer delegates should take actions to promote not only empowering employees but also create a climate conducive to employees' engagement in the university technology transfer offices. Originality/value With regards to the differences in organizational performances of university technology transfer offices, several studies have focused their attention on technology transfer professionals in technology transfer offices, but only a few of them have examined the "soft side" of total quality management. Thus, this study examines the organizational goals of technology transfer offices through "soft" factors of total quality management in terms of empowerment and engagement employees.
2022
0
0
Cucino, V; Del Sarto, N; Ferrigno, G; Piccaluga, AMC; Di Minin, A
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Utilizza questo identificatore per citare o creare un link a questa risorsa: https://hdl.handle.net/2158/1284527
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