KNOWLEDGE-DRIVEN QUALITY: THE ROLE OF KNOWLEDGE MANAGEMENT (KM) AS THE STRATEGIC PREREQUISITE FOR TOTAL QUALITY MANAGEMENT (TQM)

Abstract

This review paper explores the fundamental role of knowledge as a vital organizational resource and analyzes the indispensable synergy between Knowledge Management (KM) and Total Quality Management (TQM) in achieving and sustaining competitive advantage and performance excellence in the modern, knowledge-based economy. The paper employs a systematic literature review approach to synthesize and establish the conceptual relationship between Total Quality Management (TQM) and Knowledge Management (KM). The methodology involved identifying and analyzing relevant theoretical and conceptual frameworks, with a specific focus on the core principles of KM and foundational quality models, such as W. Edwards Deming's 14 Points for Management. The findings confirm that KM is a strategic prerequisite for continuous improvement (the central goal of modern TQM). Deming's principles — such as the mandate for a new philosophy committed to learning (Point 2), building quality through expertise rather than inspection (Point 3), investment in research and education (Points 1 & 5), systematic training (Point 6), and breaking down inter-departmental barriers (Point 9) – explicitly demand the effective transfer, creation, and sharing of knowledge to build quality into processes from the start. This paper underscores that the successful integration of KM into Quality Management Systems (QMS) is not merely beneficial but a necessary precondition for survival in a dynamic market. It provides a structured conceptual foundation, supported by quality theory, arguing that quality is inherently knowledge-driven.