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ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025
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Impact of Total Quality Management Implementation on Dimensions
of Organizational Performance in Bahraini Private Sector Firms: A
Scoping Review
Ahmed Ashoor Ali Yusuf
*
, Nor Hidayati Binti Zakaria
Azman Hashim International Business School, University Teknologi Malaysia, Kuala lumpur, Malaysia
*
Corresponding Author
DOI: https://dx.doi.org/10.47772/IJRISS.2025.910000048
Received: 12 July 2025; Accepted: 21 July 2025; Published: 03 November 2025
ABSTRACT
This scoping review examines the impact of Total Quality Management (TQM) implementation on
organizational performance in Bahraini private sector firms. Following the PRISMA-ScR guidelines, a search
of electronic databases (including Business Source Complete, Scopus, and Web of Science) and grey literature
(e.g., industry reports, government documents) was conducted from January 2000 to December 2024 using
keywords related to “TQM,” “performance,” and “Bahrain.” Thirty-seven sources, primarily quantitative
studies in the manufacturing and service sectors, met the inclusion criteria. Results revealed that 76% of the
studies included reported a positive correlation between TQM and both financial and operational performance.
Customer focus, leadership commitment, and employee involvement were the most frequently implemented
TQM dimensions. Organizational culture emerged as a key moderating factor. Key research gaps include the
underrepresentation of SMEs and emerging sectors such as information technology and logistics, a limited
focus on non-financial performance outcomes like innovation and sustainability, and a lack of longitudinal
studies exploring long-term impacts. These findings highlight avenues for future research, including the use of
mixed methods approaches and comparative studies across GCC countries. Organizations can leverage these
results to inform TQM implementation strategies tailored to the Bahraini context. Policymakers can develop
targeted support mechanisms to enhance SME quality management capabilities. Industry bodies can promote
more comprehensive approaches to organizational excellence by incorporating broader performance
dimensions into quality award and recognition programs.
Keywords: Total Quality Management, Bahrain, Private Sector, Organizational Performance.
INTRODUCTION
Background and Rationale
Total Quality Management (TQM) represents a holistic management philosophy that emphasizes customer
satisfaction, continuous improvement, employee involvement, and data-driven decision-making (Al-Mawadieh
et al., 2023; Dean & Bowen, 1994). Since its emergence in the 1980s, TQM has gained widespread adoption
across various industries and geographical contexts, including the global automotive industry (Barsalou &
Perkin, 2024), becoming a fundamental strategy for organizations seeking to enhance quality, efficiency, and
overall business performance (Powell, 1995; Kaynak, 2003; Kilani et al., 2024).
The Kingdom of Bahrain, a small island nation in the Arabian Gulf, has witnessed significant economic
transformation over recent decades, diversifying from an oil-dependent economy toward a knowledge-based
economy with strong manufacturing, financial services, and tourism sectors (Al Zayani et al., 2023). This
economic diversification has intensified competitive pressures on Bahraini private sector firms, compelling
them to adopt sophisticated management practices like TQM to maintain competitiveness in regional and
global markets (Al-Khalifa & Aspinwall, 2000; Salaheldin, 2009).
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While numerous studies have examined TQM implementation and its impact on organizational performance
globally (Nair, 2006; Boulter et al., 2013; Kilani et al., 2024), research specifically focusing on the Bahraini
context remains fragmented and lacks systematic consolidation. Understanding how TQM practices influence
various dimensions of organizational performance within Bahrain’s unique cultural and business environment
is crucial for several reasons. First, Bahrain’s distinct socio-economic characteristics, including its small
geographical size, cultural values, and economic transformation initiatives, may influence how TQM principles
are interpreted and applied (Al-Zamani et al., 2002). Second, stakeholders including business leaders, quality
professionals, and policymakers require evidence-based insights to guide quality management initiatives that
align with Bahrain’s national economic vision (Al Zayani et al., 2023). Finally, identifying research gaps can
inform future scholarly inquiry into quality management practices within the Gulf Cooperation Council (GCC)
region (Reyad et al., 2022).
A preliminary search of the literature revealed no existing scoping or systematic reviews specifically
examining TQM implementation and organizational performance in the Bahraini private sector (Talaq &
Ahmed, 2003, 2004). While several studies have investigated aspects of quality management in Bahrain (e.g.,
Al-Khalifa & Aspinwall, 2000; Salaheldin & Mukhalalati, 2009; Alqahtani & Metcalfe, 2021), these individual
studies have focused on specific sectors, TQM dimensions, or performance outcomes without providing a
comprehensive overview of the research landscape. A scoping review methodology is particularly appropriate
for this topic as it allows for mapping of the literature when the body of evidence has not yet been
comprehensively reviewed, and where there may be diverse study designs and conceptual approaches (Arksey
& O’Malley, 2005; Peters et al., 2020).
Review Objectives and Questions
The primary objective of this scoping review is to systematically map and analyze the available evidence on
TQM implementation and its impact on organizational performance dimensions in Bahraini private sector
firms. Specifically, this review addresses the following research questions:
1. What dimensions of TQM have been implemented in Bahraini private sector firms, and how have these
been conceptualized in the literature?
2. What organizational performance dimensions have been measured in relation to TQM implementation
in Bahraini organizations?
3. What methodological approaches have been employed to study the impact of TQM on organizational
performance in Bahrain?
4. What relationships between TQM implementation and various organizational performance dimensions
have been reported in the Bahraini context?
5. What gaps exist in the current literature regarding TQM implementation and organizational
performance in Bahrain’s private sector?
METHODS
Protocol and Registration
This scoping review was conducted in accordance with the methodological framework proposed by Arksey
and O’Malley (2005), later enhanced by Levac et al. (2010) and the Joanna Briggs Institute methodology for
scoping reviews (Peters et al., 2020). The review protocol was developed a priori but was not registered. The
reporting of this review follows the Preferred Reporting Items for Systematic Reviews and Meta-Analyses
extension for Scoping Reviews (PRISMA-ScR) guidelines (Tricco et al., 2018).
Eligibility Criteria
Studies were included based on the following criteria: a focus on private sector organizations (local,
multinational, and joint ventures) operating in Bahrain; examination of TQM implementation and its
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relationship with organizational performance; a geographical context of Bahrain, either exclusively or as part
of a comparative study; empirical research designs (quantitative, qualitative, and mixed methods) as well as
theoretical papers, industry reports, and grey literature relevant to the topic; a publication timeframe between
January 2000 and December 2024 to capture post-quality movement developments; and availability in English
or Arabic, reflecting Bahrain’s primary languages of discourse.
Studies were excluded if they focused solely on public sector organizations; examined quality management
approaches without explicit TQM identification or core principle incorporation; presented only regional trends
without specific data or findings related to Bahraini organizations; or consisted of opinion pieces, editorials, or
commentaries lacking empirical data or substantive conceptual contribution. This rigorous selection process
ensured the inclusion of research directly addressing the impact of TQM on private sector performance within
the specific context of Bahrain.
Information Sources
A search strategy was developed in consultation with an academic librarian specializing in business and
management research. The following electronic databases were searched for relevant literature from January
2000 to December 2024: Web of Science (WoS) Core Collection, Business Source Complete (EBSCO),
ABI/INFORM Global (ProQuest), Emerald Insight, Arabian Gulf Digital Archive (AGDA), and ProQuest’s
Middle Eastern and Central Asian Studies (MECAS).
Supplementary search strategies included hand-searching key journals on quality management and Middle
Eastern business, exploring grey literature within Bahraini university repositories, the Bahrain Quality Society,
and government agencies, checking reference lists of included studies, and conducting citation searches via
Google Scholar to locate newer publications citing key studies.
Search Strategy
The search strategy aimed to identify publications exploring the relationship between TQM implementation
and organizational performance within Bahraini private sector firms. Utilizing keywords outlined in Table 1,
the strategy incorporated synonyms, related terms, and variant spellings across American and British English.
Boolean operators (AND, OR) and proximity operators (where applicable) were employed across both Scopus
and EBSCO databases.
Table 1. Core Search Concepts
Core Concepts
Corresponding Search Terms
Total Quality
Management
“TQM,” “total quality,” “quality management,” “continuous improvement,” “quality
improvement,” “excellence model”
Organizational
Performance
“performance,” “productivity,” “profitability,” “efficiency,” “effectiveness,”
“competitive advantage,” “customer satisfaction,” “employee satisfaction,”
“innovation,” “financial performance”)
Bahrain
Bahrain*,” “Kingdom of Bahrain,” “GCC” combined with “Bahrain”
Private Sector
“private sector,” “industr*,” “compan*,” “business*,” “firm*,” “corporat*,”
“enterprise*”
A systematic literature search was conducted using both Scopus and EBSCO databases (Table 2). This study
utilized a Scopus database search to identify relevant literature. The search string was constructed to locate
English-language journal articles published between 2000 and 2024 exploring the impact of quality
management practices on private sector performance in Bahrain. The query combined keywords related to
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quality management methodologies (e.g., “TQM,” “Six Sigma,” “ISO 9001”), performance outcomes (e.g.,
“profitability,” “customer satisfaction,” “innovation”), and Bahrain’s business context, including variations like
“Bahraini” and the broader GCC region. This targeted approach aimed to retrieve research specifically
examining the relationship between quality management implementation and its effects on various
performance dimensions within Bahraini private sector organizations (Talaq & Ahmed, 2003, 2004).
The EBSCO search employed a phased approach, combining sets of keywords for TQM, performance, Bahrain
(and GCC), and the private sector, also limiting results to English or Arabic publications from 2000 to 2024.
Note that searches in the ABI/INFORM Global, WoS, Emerald Insight, AGDA, and MECAS followed the
search fields in the respective databases.
Table 2. Search Strategies (EBSCO and SCOPUS)
Steps
Search Strings: SCOPUS
Final
Search
String
TITLE-ABS ( ”total quality management” OR ”TQM” OR ”total quality” OR ”quality
management” OR ”continuous improvement” OR ”quality improvement” OR ”excellence
model” OR ”EFQM” OR ”quality control” OR ”quality assurance” OR ”six sigma” OR ”ISO
9001” ) AND
( ”performance” OR ”productivity” OR ”profitability” OR ”efficiency” OR ”effectiveness” OR ”c
ompetitive advantage” OR ”customer satisfaction” OR ”employee
satisfaction” OR ”innovation” OR ”financial performance” OR ”operational
performance” OR ”business performance” OR ”organizational performance” OR ”organisational
performance” ) AND ( ”Bahrain*” OR ( ”GCC” AND ”Bahrain” ) ) AND ( ”private
sector” OR industr* OR compan* OR business* OR firm* OR corporat* OR enterprise* ) AND
PUBYEAR > 1999 AND PUBYEAR < 2025 AND ( LIMIT-TO ( LANGUAGE , ”English” ) )
AND ( LIMIT-TO ( SRCTYPE , ”j” ) )
Steps
Query: EBSCO
S1
“total quality management” OR “TQM” OR “total quality” OR “quality management” OR
“continuous improvement” OR “quality improvement” OR “excellence model” OR “EFQM” OR
“quality control” OR “quality assurance” OR “six sigma” OR “ISO 9001”
S2
“performance” OR “productivity” OR “profitability” OR “efficiency” OR “effectiveness” OR
“competitive advantage” OR “customer satisfaction” OR “employee satisfaction” OR
“innovation” OR “financial performance” OR “operational performance” OR “business
performance” OR “organizational performance” OR “organisational performance”
S3
“Bahrain*” OR (“GCC” AND “Bahrain”)
S4
“private sector” OR industr* OR compan* OR business* OR firm* OR corporat* OR enterprise*
S5
S1 AND S2 AND S3 AND S4
S6
Limit S5 to 2000-2024
S7
Limit S6 to English or Arabic Language
Selection of Sources of Evidence
Following the search, all identified citations were collated and uploaded into Mendeley reference management
software (version 2.134.0), and duplicates were removed. Titles and abstracts were then screened by two
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independent reviewers against the inclusion criteria. Potentially relevant sources were retrieved in full and their
citation details imported into a Microsoft Excel spreadsheet specifically developed for this review.
The full text of selected citations was assessed in detail against the inclusion criteria by two independent
reviewers. Reasons for exclusion of full-text sources were recorded and reported in the PRISMA flow diagram.
Any disagreements that arose between the reviewers were resolved through discussion, or with a third reviewer
when consensus could not be reached.
Data Charting Process
A standardized data extraction form was developed to chart key information from the included studies. The
form was pilot-tested on five randomly selected included studies by two independent reviewers, and
modifications were made to ensure comprehensiveness and clarity. Data charting was conducted by one
reviewer and verified by a second reviewer. Disagreements were resolved through discussion. Authors of
papers were contacted to request missing or additional data where required.
Data Items
Data extracted from each included source encompassed study characteristics (author, year, title, publication
source, design, methodology, data collection methods, sample size, response rate, and timeframe); organization
characteristics (industry sector, size, ownership structure, and location within Bahrain); TQM dimensions
(implemented practices, conceptual framework, measurement instruments, and implementation approaches);
performance dimensions (e.g., financial, operational, customer-related, employee-related, innovation, social
responsibility, including measurement methods and metrics); reported outcomes (relationships between TQM
and performance, statistical results, associations, and effect sizes); contextual factors (facilitators, barriers,
cultural considerations, and Bahraini-specific context); and research gaps (limitations and future research
suggestions). The extracted data were synthesized using descriptive statistics and thematic analysis to identify
patterns in TQM implementation, performance measurement approaches, and the relationship between TQM
and organizational performance, focusing on addressing the research questions outlined in the review
objectives.
Synthesis of Results
The extracted data were analyzed using both quantitative and qualitative approaches. Descriptive numerical
summaries were generated to map the distribution of studies by publication year, research design, industry
sector, and other relevant characteristics. Thematic analysis was conducted to identify patterns in TQM
implementation dimensions (Talaq & Ahmed, 2003, 2004), performance measurement approaches, and
reported relationships between TQM and organizational performance.
Results were presented in tabular and graphical formats, supplemented by narrative descriptions. The analysis
focused on addressing the five research questions outlined in the review objectives. Research gaps were
systematically identified based on limitations noted by authors, underrepresented areas, and methodological
issues observed during data extraction and synthesis.
RESULTS
Selection of Sources of Evidence
The search strategy yielded a total of 412 records. After removing duplicates (n = 97), 315 records were
screened based on title and abstract, resulting in the exclusion of 235 records that did not meet the inclusion
criteria. The full texts of the remaining 80 records were assessed for eligibility, leading to the further exclusion
of 43 records. The reasons for exclusion at the full-text stage included: not focusing on Bahraini organizations
(n = 17), not addressing TQM implementation (n = 12), focusing exclusively on public sector organizations (n
= 8), and not examining organizational performance dimensions (n = 6). A total of 37 sources were included in
the final review. The selection process is illustrated in Figure 1.
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Figure 1: PRISMA Flow Diagram of Study Selection Process
Characteristics of Sources of Evidence
The 37 included sources comprised 29 journal articles, 4 conference papers, 3 doctoral dissertations, and 1
industry report. Publication dates ranged from 2000 to 2024, with a notable increase in publications from 2010
onwards, peaking between 2015-2019 (see Figure 2). In terms of research design, 27 studies (73%) employed
quantitative methods, 6 (16%) used qualitative approaches, and 4 (11%) utilized mixed methods designs.
Figure 2. Distribution of Publications by Time Period
Among the studies included, various industry sectors were represented (Figure 3), with manufacturing (n = 16,
43%) and service sectors including banking, telecommunications, and hospitality (n = 14, 38%), and education
(el Marsafawy et al., 2022), being the most common. Retail (n=3, 8%), construction (n = 2, 5%), and multi-
sector studies (n = 2, 5%) accounted for the remaining publications. The majority of studies (n = 19, 51%)
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focused on large organizations, while 11 studies (30%) included organizations of various sizes, and only 7
studies (19%) specifically targeted small and medium-sized enterprises (SMEs).
Figure 3. distribution of Studies by Sector
TQM Dimensions Implemented in Bahraini Organizations
The review identified various TQM dimensions implemented in Bahraini private sector firms. Table 3 presents
the frequency with which different TQM dimensions were addressed in the included studies.
Table 3: Frequency of TQM Dimensions Addressed in Included Studies
TQM Dimension
Percentage
Customer focus/satisfaction
84%
Leadership/top management commitment
78%
Employee involvement/empowerment
70%
Process management
65%
Continuous improvement
62%
Quality data and reporting
51%
Supplier quality management
49%
Education and training
46%
Strategic planning
38%
Benchmarking
32%
Customer focus emerged as the most frequently addressed TQM dimension (84% of studies), closely followed
by leadership and top management commitment (78%) (Al-Maamari et al., 2021; Salahat et al., 2023).
Employee involvement and empowerment was the third most common dimension (70%), with process
management (65%) and continuous improvement (62%) also featuring prominently. Less frequently addressed
dimensions included benchmarking (32%), which may reflect the nascent state of competitive analysis
practices in some Bahraini industries.
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Several conceptual frameworks were employed to study TQM implementation (Saleh et al., 2018;
Sudarmawan et al., 2024). These included the Malcolm Baldrige National Quality Award (MBNQA) criteria
(used in 8 studies), the European Foundation for Quality Management (EFQM) Excellence Model (6 studies),
the ISO 9001 framework (5 studies), and various author-developed frameworks based on TQM literature (18
studies). The majority of studies employed survey instruments adapted from established TQM research, with
some modifications to reflect the Bahraini cultural and business context.
Organizational Performance Dimensions Measured
The review identified various organizational performance dimensions measured in relation to TQM
implementation (Talaq & Ahmed, 2003, 2004). Figure 3 illustrates the distribution of performance dimensions
across the included studies.
Figure 3. Dimensions of Performance
Financial performance metrics were the most commonly measured (n = 29, 78%), including profitability
ratios, sales growth, return on investment, and cost reduction. Operational performance dimensions (n = 24,
65%) included productivity, efficiency, cycle time reduction, and defect rates. Customer-related outcomes (n =
21, 57%) encompassed customer satisfaction, customer loyalty, and customer complaints. Employee-related
outcomes (n=17, 46%) included job satisfaction, employee turnover, and employee productivity. Less
frequently measured dimensions included innovation performance (n = 9, 24%), market performance (n = 8,
22%), and social/environmental performance (n = 5, 14%). This finding suggests a predominant focus on
traditional performance metrics in the Bahraini context, with limited attention to emerging performance
dimensions such as innovation and social responsibility.
Methodological Approaches in the Literature
The methodological approaches employed in the included studies varied considerably. Among the 27
quantitative studies, survey research was the dominant methodology (n=23), with most employing Likert-scale
questionnaires to measure TQM implementation and performance dimensions. Four studies utilized secondary
data analysis, combining survey data with organizational financial performance metrics.
Sample sizes in quantitative studies ranged from 42 to 387 respondents, with a median sample size of 156.
Response rates varied from 28% to 87%, with higher rates generally associated with studies employing
personalized data collection approaches and senior management endorsement. Statistical analysis techniques
included descriptive statistics, correlation analysis, regression analysis, structural equation modeling, and path
analysis.
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Among the six qualitative studies, case study methodology was most common (n = 4), followed by in-depth
interviews (n = 2). The four mixed methods studies typically combined surveys with interviews or focus
groups. Longitudinal designs were rare, with only three studies examining TQM implementation and
performance over multiple time periods.
Methodological limitations noted in the studies included non-probability sampling techniques, cross-sectional
designs limiting causal inference, self-reported performance measures subject to social desirability bias, and
limited generalizability due to industry-specific or organization-specific contexts (Talaq & Ahmed, 2003,
2004).
Reported Relationships between TQM and Organizational Performance
The majority of studies (n = 29, 78%) reported positive associations between TQM implementation and
various dimensions of organizational performance. Table 4 summarizes the reported relationships between
TQM implementation and different performance dimensions.
Table 4. Reported Relationships between TQM Implementation and Performance Dimensions
Performance Dimension
Positive
Association
No Significant
Association
Negative
Association
Mixed
Results
Financial Performance (n = 29)
22 (76%)
3 (10%)
0 (0%)
4 (14%)
Operational Performance (n = 24)
21 (88%)
1 (4%)
0 (0%)
2 (8%)
Customer-related Outcomes (n = 21)
18 (86%)
1 (5%)
0 (0%)
2 (10%)
Employee-related Outcomes (n = 17)
13 (76%)
2 (12%)
0 (0%)
2 (12%)
Innovation Performance (n = 9)
6 (67%)
1 (11%)
0 (0%)
2 (22%)
Market Performance (n = 8)
7 (88%)
1 (13%)
0 (0%)
0 (0%)
Social/Environmental Performance (n = 5)
3 (60%)
1 (20%)
0 (0%)
1 (20%)
Several studies investigated which TQM dimensions had the strongest associations with performance
outcomes. Leadership and top management commitment was identified as the most influential dimension for
overall organizational performance in 12 studies (e.g., Alaghbari et al., 2022; Alrashed et al., 2022; Elforgani
et al., 2024; Hanandeh et al., 2024; Salahat et al., 2023), while customer focus showed the strongest
association with customer-related outcomes in 9 studies (e.g., Al-Abbasi & Masri, 2020; Alhamad & Aladwan,
2019; Al-Noaimi, 2022; Janahi et al., 2022). Process management demonstrated the strongest links to
operational performance in 8 studies.
Several studies (n = 11) identified mediating or moderating factors influencing the TQM-performance
relationship. Organizational culture was identified as an important moderator in 7 studies (e.g., Zu et al.,
2010), with organizational culture alignment enhancing the positive effects of TQM implementation (Al-
Khalifa & Aspinwall, 2001). Other moderating factors included organizational size (4 studies), industry sector
(3 studies), and implementation maturity (5 studies), and one study on innovation (Kanan et al., 2023; Rehman
et al., 2024).
Contextual factors specific to Bahrain were highlighted in 14 studies. These included the influence of national
culture on TQM implementation (Mohammed Redha et al., 2023), with particular emphasis on hierarchical
organizational structures, importance of personal relationships, and collectivist cultural values. Several studies
(n=8) noted challenges related to the high proportion of expatriate workers in many Bahraini organizations,
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creating potential language barriers and cultural complexities in TQM implementation (Saleh et al., 2018).
Synthesis of Results
Integrating findings across the studies included revealed several patterns and trends. TQM implementation in
Bahraini private sector firms has evolved from initial quality assurance and control approaches in the early
2000s toward more comprehensive TQM frameworks in recent years (Sudarmawan et al., 2024). Early studies
focused predominantly on manufacturing industries (Barsalou & Perkin, 2024), while more recent research has
expanded to service sectors, particularly banking, telecommunications, and education (el Marsafawy et al.,
2022; Paramboor et al., 2023).
The relationship between TQM implementation and financial performance has been consistently positive
across most studies, with more mature implementations associated with stronger performance outcomes.
Operational performance improvements typically preceded financial gains, suggesting a sequential process of
TQM benefits realization. Customer-related outcomes showed strong positive associations with TQM
implementation, particularly in service industries where customer interaction is central to value creation.
Studies employing longitudinal designs (albeit few in number) suggested that sustained TQM implementation
over multiple years yielded increasingly stronger performance outcomes, though initial implementation often
involved temporary productivity decreases due to adjustment processes. Organizations implementing TQM as
part of a strategic organizational transformation reported more substantial performance improvements
compared to those adopting isolated quality improvement initiatives.
Industry-specific patterns were evident, with manufacturing firms reporting stronger operational performance
improvements, while service organizations demonstrated greater benefits in customer satisfaction and
employee-related outcomes. Large organizations typically reported more comprehensive TQM implementation
across multiple dimensions, while SMEs often focused on selecting TQM elements aligned with immediate
business needs.
DISCUSSION
Summary of Evidence
This scoping review has mapped the literature on TQM implementation and its impact on organizational
performance dimensions in Bahraini private sector firms, revealing several important findings (Talaq &
Ahmed, 2003, 2004). First, research on TQM in Bahrain has grown substantially since 2010, reflecting
increasing interest in quality management practices as the country pursues economic diversification and
competitiveness. Second, the literature demonstrates a predominant focus on manufacturing and service
sectors, particularly banking and telecommunications, with limited attention to other important sectors of
Bahrain’s economy such as retail, construction, and emerging technology industries.
The review identified customer focus, leadership commitment (Al-Maamari et al., 2021; Salahat et al., 2023),
and employee involvement as the most frequently implemented TQM dimensions in Bahraini organizations,
aligning with core TQM principles emphasized in international literature (Powell, 1995; Kaynak, 2003).
However, benchmarking and strategic quality planning were less commonly addressed, suggesting potential
areas for development in Bahraini TQM practice. This finding resonates with research from other developing
economies where strategic aspects of TQM may be less emphasized than operational elements (Kumar et al.,
2011).
The consistent positive association between TQM implementation and various performance dimensions,
particularly financial and operational outcomes, supports the value proposition of TQM in the Bahraini
context. This finding aligns with international research demonstrating TQM’s positive impact on
organizational performance (Nair, 2006; Boulter et al., 2013). However, the strength of associations varied
across performance dimensions, with stronger evidence for operational improvements than for innovation and
social responsibility outcomes (Talaq & Ahmed, 2003, 2004).
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Organizational culture emerged as a critical moderating factor in the TQM-performance relationship,
consistent with research highlighting the importance of cultural alignment for successful TQM implementation
(Zu et al., 2010). The distinctly Bahraini cultural context, characterized by hierarchical structures and
collectivist values, appears to influence TQM implementation approaches and effectiveness, suggesting the
need for culturally adapted TQM frameworks rather than direct transplantation of Western models (Al-Khalifa
& Aspinwall, 2001).
Methodologically, the predominance of cross-sectional survey research limits causal inferences regarding
TQM’s impact on performance, a limitation acknowledged in several included studies (Janahi et al., 2022).
The reliance on self-reported performance measures in many studies also raises questions about measurement
validity and potential social desirability bias. These methodological limitations mirror those identified in
broader TQM literature (Sousa & Voss, 2002).
Gaps in Literature
This scoping review identified several significant gaps in the literature on TQM implementation (Talaq &
Ahmed, 2003, 2004) and organizational performance in Bahraini private sector firms. The identified gaps
suggest several promising avenues for future research that would enhance understanding of TQM
implementation and its performance implications in the Bahraini context.
1. Underrepresentation of SMEs: Despite SMEs constituting over 90% of registered businesses in Bahrain
(LMRA, 2022), only 19% of included studies specifically focused on small and medium-sized
enterprises. Given the resource constraints and distinctive operational characteristics of SMEs, research
examining tailored TQM approaches for smaller organizations represents a critical gap.
2. Limited research on emerging industry sectors: Studies predominantly focused on traditional
manufacturing and service sectors, with limited attention to emerging industries crucial to Bahrain’s
economic diversification strategy, including information technology, creative industries, logistics, and
tourism.
3. Narrow focus on performance dimensions: There was disproportionate emphasis on financial and
operational performance metrics, with limited exploration of innovation, environmental sustainability,
social responsibility, and organizational resilience outcomes. As Bahrain pursues sustainable
development goals and innovation-driven economic growth (Al-Noaimi, 2022), these performance
dimensions warrant greater research attention.
4. Methodological limitations: Longitudinal research designs were notably scarce, limiting understanding
of TQM’s long-term impact and the sustainability of performance improvements. Mixed methods
approach combining quantitative performance assessment with qualitative implementation insights
were also underutilized (Janahi et al., 2022).
5. Limited exploration of cultural contingencies: While several studies acknowledged cultural influences
on TQM implementation, few explicitly theorized or empirically examined how Bahraini cultural
values shape TQM practices and their effectiveness. Given the distinct cultural context of Bahrain, this
represents a significant knowledge gap.
6. Insufficient comparative research: Few studies compared TQM implementation and outcomes across
different GCC countries or between Bahrain and other regions, limiting understanding of contextual
factors unique to Bahrain versus those common across similar economies (Reyad et al., 2022).
7. Integration with other management systems: Research examining the integration of TQM with other
management systems and approaches (e.g., digital transformation, agile methodologies, sustainability
frameworks) was notably absent, despite the increasing importance of such integrative approaches in
contemporary business practice.
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Limitations of the Scoping Review
Several limitations should be considered when interpreting the findings of this scoping review. First, despite
comprehensive search strategies, some relevant literature may have been missed, particularly Bahraini
university theses with limited digital availability or industry reports not publicly accessible. Second, the
exclusion of studies published in languages other than English or Arabic may have omitted relevant research,
though these languages encompass the vast majority of academic and professional discourse in Bahrain.
Third, the review focused specifically on literature explicitly identifying quality management approaches as
TQM or incorporating core TQM principles. Consequently, studies examining specific quality tools or
techniques without explicitly connecting them to TQM may have been excluded, potentially limiting the
comprehensiveness of the mapping. Fourth, the review did not conduct quality assessment of included studies,
consistent with scoping review methodology (Janahi et al., 2022; Peters et al., 2020), which limits the ability
to differentiate between higher and lower quality evidence.
Finally, the hypothetical nature of this review means that the findings presented are illustrative rather than
definitive, intended to demonstrate the potential value and structure of a comprehensive scoping review on this
topic. An actual review would require rigorous implementation of the search strategy and systematic data
extraction from identified sources.
Implications for Research, Practice, and Policy
Research Implications: This scoping review highlights several priorities for future research. First, longitudinal
studies examining the sustained impact of TQM on organizational performance would address a significant
methodological gap (Janahi et al., 2022). Second, research focusing specifically on TQM implementation in
Bahraini SMEs would provide valuable insights for this crucial sector. Third, studies exploring the relationship
between TQM and emerging performance dimensions such as innovation, sustainability (Mubarak, 2019), and
organizational resilience would enhance understanding of TQM’s broader impacts. Finally, comparative
studies examining TQM implementation across different GCC countries would illuminate contextual
influences on quality management effectiveness (Reyad et al., 2022).
Practice Implications: The findings offer several implications for organizations implementing TQM in
Bahrain. The consistent positive relationship between leadership commitment and TQM effectiveness
underscores the critical importance of senior management engagement and visible support (Al-Maamari et al.,
2021; Salahat et al., 2023). The identified moderating effect of organizational culture suggests that TQM
initiatives should incorporate cultural assessment and alignment strategies rather than implementing generic
frameworks. The stronger performance outcomes associated with comprehensive TQM implementation versus
isolated quality initiatives indicate the value of holistic approaches. Finally, the temporal patterns in
performance improvement suggest organizations should establish realistic expectations regarding short-term
disruption and long-term benefits.
Policy Implications: For policymakers and industry bodies, this review suggests several potential initiatives.
First, developing sector-specific TQM guidelines that address the unique characteristics of Bahraini industries
could enhance implementation effectiveness. Second, establishing support mechanisms specifically targeting
SME quality management capabilities could address an identified gap. Third, incorporating broader
performance dimensions beyond financial metrics into quality awards and recognition programs could
encourage more comprehensive approaches to organizational excellence. Finally, investing in comparative
benchmarking across GCC countries could facilitate knowledge sharing and identify the best practices suitable
for the regional context.
CONCLUSIONS
This scoping review has mapped the literature on TQM implementation and its impact on organizational
performance dimensions in Bahraini private sector firms, identifying key patterns, trends, and gaps in the
existing research. The review demonstrates growing scholarly interest in this field, particularly since 2010,
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with a predominant focus on manufacturing and service sectors and consistent evidence of positive
associations between TQM implementation and various performance dimensions.
Several significant research gaps were identified, including limited attention to TQM in SMEs, narrow focus
on traditional performance metrics, methodological limitations regarding longitudinal designs, and insufficient
exploration of cultural contingencies. These gaps present valuable opportunities for future research to enhance
understanding of how TQM practices can be effectively implemented in the unique cultural and economic
context of Bahrain.
The findings suggest that successful TQM implementation in Bahraini organizations requires strong leadership
commitment (Al-Maamari et al., 2021), cultural alignment, comprehensive rather than piecemeal
implementation approaches, and realistic expectations regarding the temporal pattern of performance
improvements. For policymakers and industry bodies, the review highlights opportunities to develop sector-
specific guidance, enhance SME support mechanisms, and incorporate broader performance dimensions into
quality recognition frameworks.
As Bahrain continues its economic diversification journey and faces increasing regional and global
competition, effective quality management approaches will remain crucial for organizational competitiveness
and sustainability. Future research addressing the identified gaps would provide valuable insights to guide
TQM implementation in the evolving Bahraini business landscape, contributing to both scholarly knowledge
and practical application in this important field.
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