TY  - JOUR
AB  - Purpose– This paper aims to explore the relationship between quality management practices and their impact on performance.Design/methodology/approach– First, critical quality management practices are identified and classified in three main categories: management, infrastructure, and core practices. Then, a model linking these practices and performance is proposed and empirically tested. The empirical data were obtained from a survey of 133 Tunisian companies from the plastic transforming sector.Findings– The results reveal a positive relationship between quality management practices and organizational performance. Moreover, the findings show a significant relationship between management and infrastructure practices. In addition, the results illustrate a direct effect of infrastructure practices on operational performance and of core practices on product quality.Research limitations/implications– The conceptual model proposed and tested in this study can be used by researchers for developing quality management theory. In addition, this model may offer a flow chart to practitioners for effective quality management implementation.Originality/value– The proposed model is the first one to distinguish the direct effects of infrastructure practices on performance from the indirect effects of these practices through the core practices. Besides, the use of path analysis method to study the direct and indirect relationships between quality management practices and their effect on performance dimensions.
VL  - 23
IS  - 6
SN  - 0265-671X
DO  - 10.1108/02656710610672461
UR  - https://doi.org/10.1108/02656710610672461
AU  - Lakhal Lassâad
AU  - Pasin Federico
AU  - Limam Mohamed
PY  - 2006
Y1  - 2006/01/01
TI  - Quality management practices and their impact on performance
T2  - International Journal of Quality & Reliability Management
PB  - Emerald Group Publishing Limited
SP  - 625
EP  - 646
Y2  - 2024/04/18
ER  -