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The purpose of this paper is to examine the impact of integrating ISO 9000 and total quality management (TQM) on operational performance of manufacturing organizations and their journey toward achieving world-class manufacturing (WCM) status.

The authors used a conceptual model and its empirical validation based on a sample of 2,961 responses from one developing and three developed economies. Univariate and multivariate analyses were used to test five main hypotheses.

Plants that integrate ISO 9000 and TQM progressed faster toward achieving WCM status and have better operational performance in terms of quality management, inventory management, time-based performance, and competitiveness.

The sample from the developing economy includes only 254 responses, while the one from the three developed economies includes 2,907 responses.

Findings of this study have many implications for both academic and practitioners. These findings encourage practitioners to consider ISO 9000 and TQM as complementary, not substitutes.

Developing economies should follow the footsteps of developed economies in considering quality as a competitive advantage in global markets.

The paper addresses in a unique and unprecedented way the synergistic impact of ISO 9000 and TQM on operational performance. The study is the first in its kind to include responses from both developing and developed economies. The development of the synergy index was never addressed before.

Knowledge sharing behaviour is becoming one of the main priorities in organizations operating in emerging economies, as knowledge sharing behaviour may impact their competitiveness. The purpose of this paper is to examine the impact of: openness and trust; top management support; and the reward system on knowledge sharing behaviour. In addition, the paper investigates how knowledge sharing behaviour impacts firm’s competitiveness.

The analyses in this paper were based on data from more than 230 companies operating in five industries in an emerging economy in the Gulf area. Structural equation modelling (SEM) methodology was used to test the impact of the three independent latent variables of openness and trust, top management support and the reward system on the knowledge sharing behaviour as well as the impact of the later on firm’s competitiveness.

Exploratory factor as well as confirmatory factor analysis were used to assess the five dimensions of knowledge sharing behaviour and firm’s competitiveness. SEM was used to test the four main hypotheses in this study and to assess the structural relationships among these five latent variables. There was a moderate relationship between the knowledge sharing behaviour and the three independent latent variables of openness and trust; top management support; and the reward system. There was a strong positive association between knowledge sharing behaviour and firm’s competitiveness.

For academics, the paper offers an opportunity to further study knowledge sharing behaviour in other emerging economies. Academics who are interested in examining this issue further may extend our study in many directions. For practitioners, our findings should motivate practitioners to place emphasis on top management support, openness and trust and the reward system to create a proper culture for knowledge creation and sharing.

To the best of the authors’ knowledge, this study is the first attempt in its purpose and design to study knowledge sharing behaviour in multiple industries in an emerging economy such as that of Saudi Arabia.