Ballesteros(1) et al 2025a - Revision history

Qzone 1968 at 05:15, 10 November 2025

2025-11-10T05:15:28Z

Qzone 1968 at 09:54, 2 November 2025

2025-11-02T09:54:51Z

Qzone 1968 at 09:01, 2 November 2025

2025-11-02T09:01:56Z

Qzone 1968 at 06:44, 2 November 2025

2025-11-02T06:44:01Z

Qzone 1968 at 06:19, 2 November 2025

2025-11-02T06:19:36Z

Qzone 1968 at 05:55, 2 November 2025

2025-11-02T05:55:54Z

Qzone 1968 at 03:38, 2 November 2025

2025-11-02T03:38:07Z

Qzone 1968 at 03:37, 2 November 2025

2025-11-02T03:37:15Z

Qzone 1968 at 03:36, 2 November 2025

2025-11-02T03:36:29Z

Qzone 1968 at 03:35, 2 November 2025

2025-11-02T03:35:36Z

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 '''Licensed under:'''
-[[File:Aguinaldo(1)_et_al_2025a_3432_CC_BY-NC-SA_88x31.png|30px|alt=CC_BY-NC-SA_88x31: https://creativecommons.org/licenses/by-nc-sa/4.0/|link=https://creativecommons.org/licenses/by-nc-sa/4.0/]]
+[[File:Aguinaldo(1)_et_al_2025a_3432_CC_BY-NC-SA_88x31.png|20px|alt=CC_BY-NC-SA_88x31: https://creativecommons.org/licenses/by-nc-sa/4.0/|link=https://creativecommons.org/licenses/by-nc-sa/4.0/]]
-−
 ===1. Introduction===
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-====Acknowledgement: ====
+====Acknowledgement ====
 The authors would like to extend their appreciation to the Local Government Unit of Tuguegarao City for providing a list of registered construction companies, to the respondents who took the time to complete the survey questionnaire, and to the faculty members of the Civil Engineering Department at Cagayan State University-Carig Campus for their guidance.
-====Funding: ====
+====Funding ====
 The authors received no direct funding for this research.
-====Conflict of Interest: ====
+====Conflict of Interest ====
 The authors declare that there is no conflict of interest.

← Older revision		Revision as of 09:54, 2 November 2025
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	'''Licensed under:'''		'''Licensed under:'''
−	[[File:Aguinaldo(1)_et_al_2025a_3432_CC_BY-NC-SA_88x31.png\|~~40px~~\|alt=CC_BY-NC-SA_88x31: https://creativecommons.org/licenses/by-nc-sa/4.0/\|link=https://creativecommons.org/licenses/by-nc-sa/4.0/]]	+	[[File:Aguinaldo(1)_et_al_2025a_3432_CC_BY-NC-SA_88x31.png\|30px\|alt=CC_BY-NC-SA_88x31: https://creativecommons.org/licenses/by-nc-sa/4.0/\|link=https://creativecommons.org/licenses/by-nc-sa/4.0/]]

← Older revision		Revision as of 09:01, 2 November 2025
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	'''Licensed under:'''		'''Licensed under:'''
−	[[File:Aguinaldo(1)~~_et_al_2025a_5164_Image License~~.png\|40px\|alt= ~~Image License~~: https://creativecommons.org/licenses/by-nc-sa/4.0/\|link=https://creativecommons.org/licenses/by-nc-sa/4.0/]]	+	[[File:Aguinaldo(1)_et_al_2025a_3432_CC_BY-NC-SA_88x31.png\|40px\|alt=CC_BY-NC-SA_88x31: https://creativecommons.org/licenses/by-nc-sa/4.0/\|link=https://creativecommons.org/licenses/by-nc-sa/4.0/]]

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-'''Affiliations:'''
+'''Affiliation:'''
 <small><sup>1,2,3,4</sup>Cagayan State University, Carig Campus, College of Engineering and Architecture, Civil Engineering Department, Tuguegarao City, Philippines</small>
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 '''Licensed under:'''
 [[File:Aguinaldo(1)_et_al_2025a_5164_Image License.png|40px|alt= Image License: https://creativecommons.org/licenses/by-nc-sa/4.0/|link=https://creativecommons.org/licenses/by-nc-sa/4.0/]]
 ===1. Introduction===

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 '''Licensed under:'''
-[[File:Aguinaldo(1)_et_al_2025a_5164_Image License.png|50px|alt= Image License: https://creativecommons.org/licenses/by-nc-sa/4.0/|link=https://creativecommons.org/licenses/by-nc-sa/4.0/]]
+[[File:Aguinaldo(1)_et_al_2025a_5164_Image License.png|40px|alt= Image License: https://creativecommons.org/licenses/by-nc-sa/4.0/|link=https://creativecommons.org/licenses/by-nc-sa/4.0/]]
 ===1. Introduction===

← Older revision		Revision as of 05:55, 2 November 2025
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	'''ORCID:'''<sup>4*</sup>[[File:Ballesteros_et_al_2025a_5836_ORCID_iD.svg.png\|14px\|alt= https://orcid.org/0000-0000-XXXX-XXXX\|link=]]		'''ORCID:'''<sup>4*</sup>[[File:Ballesteros_et_al_2025a_5836_ORCID_iD.svg.png\|14px\|alt= https://orcid.org/0000-0000-XXXX-XXXX\|link=]]
		+
		+	'''Licensed under:'''
		+	[[File:Aguinaldo(1)_et_al_2025a_5164_Image License.png\|50px\|alt= Image License: https://creativecommons.org/licenses/by-nc-sa/4.0/\|link=https://creativecommons.org/licenses/by-nc-sa/4.0/]]

	===1. Introduction===		===1. Introduction===

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 Table 12. Summary of Regression Model</div>
 <div class="center" style="width: auto; margin-left: auto; margin-right: auto;">
-[[Image:Draft_Quezon_437019633-image12.png|700px|alt=Table 12. Summary of Regression Model|link=]]</div>
+[[Image:Draft_Quezon_437019633-image12.png|650px|alt=Table 12. Summary of Regression Model|link=]]</div>
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 Table 13: Analysis of Variance for the Regression Model</div>
 <div class="center" style="width: auto; margin-left: auto; margin-right: auto;">
-[[Image:Draft_Quezon_437019633-image13.png|700px|alt=Table 13: Analysis of Variance for the Regression Model|link=]]</div>
+[[Image:Draft_Quezon_437019633-image13.png|650px|alt=Table 13: Analysis of Variance for the Regression Model|link=]]</div>

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 <div class="center" style="width: auto; margin-left: auto; margin-right: auto;">
 [[Image:Draft_Quezon_437019633-image12.png|700px|alt=Table 12. Summary of Regression Model|link=]]</div>
 As shown in Table 12 above, the multiple regression model revealed a strong positive linear relationship between TQM practices and organizational performance, with the value of R (.919). The model also suggests that 67.20% of the variance in the organizational performance of the participating construction companies is explained by the TQM practices. Additionally, the standard error (0.1288) is low, which increases the model’s reliability. This value suggests that the predictions of the regression model are close to actual values, therefore manifesting good accuracy and consistency. The F-statistic value (4.896) of the model, as shown in Tables 12 and 13, suggests that the variation explained by the model is significantly greater than the unexplained variation. This indicates that the TQM dimensions collectively account for a substantial portion of the variance in organizational performance.
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 <div class="center" style="width: auto; margin-left: auto; margin-right: auto;">
 [[Image:Draft_Quezon_437019633-image13.png|700px|alt=Table 13: Analysis of Variance for the Regression Model|link=]]</div>
 Furthermore, the p-value (0.013) is less than the 0.05 threshold, indicating that the overall regression model is statistically significant. This result suggests that there is only a 1.30% chance that the observed strong linear relationship between TQM practices and organizational performance occurred by random chance. The p-value (0.013) supports the notion that the combination of TQM practices as predictors has a statistically significant relationship with the performance of participating construction companies as an organization. Therefore, null hypothesis 3 is rejected.
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 <div class="center" style="width: auto; margin-left: auto; margin-right: auto;">
 [[Image:Draft_Quezon_437019633-image14.png|700px|alt=Table 14: Summary of Regression Coefficients|link=]]</div>
 After evaluating the collective relationship between TQM practices and organizational performance, the researchers explored the individual relationship between each TQM dimension and the same dependent variable. This study aims to identify the specific TQM dimensions that have a significant positive relationship with organizational performance.

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 <div class="center" style="width: auto; margin-left: auto; margin-right: auto;">
 [[Image:Draft_Quezon_437019633-image11.png|700px|alt=Table 11: Results of the Bivariate Analysis between each TQM Dimension and Organizational Performance|link=]]</div>
 Among all the TQM dimensions, Organizational Culture (OC) has the highest value of r (0.562), indicating a strong positive correlation with Organizational Performance. It signifies that construction companies with higher scores in organizational culture practices tend to perform better in terms of organizational performance. An improvement in organizational culture is strongly linked to performance enhancements. The result further implies that a strong organizational culture that supports the TQM principles comes in hand with better performance outcomes. Azis et al. (2019) found that their study's results support this, emphasizing that organizational culture is a determinant of effective TQM implementation, which is correlated with organizational performance.