Competitive strategy, TQM practice, and continuous improvement of international project management: A contingency study
International Journal of Quality & Reliability Management
ISSN: 0265-671X
Article publication date: 30 January 2009
Abstract
Purpose
The purpose of this paper is to explore the relationship between competitive strategy, total quality management (TQM), and continuous improvement of international project management (CIIPM).
Design/methodology/approach
Based on a literature review, a theoretical model and five hypotheses are developed. A cross‐sectional data set collected from 268 international project managers based in four countries is used to test the theoretical model.
Findings
The results from the statistical analysis suggest that competitive strategy does not directly influence the CIIPM performance, but it influences through the mediation of TQM practices. The results also suggest that “human resource‐based” TQM elements have stronger influence toward CIIPM performance than “technology‐based” TQM elements.
Research limitations/implications
The study used four TQM variables, which originated from the MBNQA (1995) framework. Although the four variables are robust and sufficiently represent the TQM dimension, the multi‐dimensional nature of TQM practice can be investigated further. Further, the study only utilized a single variable of CIIPM in investigating international project management performance. As future TQM and international project management practices go through evolutions, additional elements may be incorporated into the three‐domain contingency model.
Practical implications
The study results suggest that the TQM elements fully mediate the relationship between competitive strategy and CIIPM. This implies that organizations need an innovative management methodology, such as the TQM practice, in order to achieve competitive strategy materializing towards international project management performance. Further, the findings suggest that it is the soft TQM elements (i.e. top management's leadership, compensation, training and empowerment) that impact the CIIPM more significantly.
Originality/value
Although numerous classical studies are reported in various contexts involving competitive strategy, TQM practice, and project management performance, no existing study focuses on how these three domains are linked together.
Keywords
Citation
Jung, J.Y., Jian Wang, Y. and Wu, S. (2009), "Competitive strategy, TQM practice, and continuous improvement of international project management: A contingency study", International Journal of Quality & Reliability Management, Vol. 26 No. 2, pp. 164-183. https://doi.org/10.1108/02656710910928806
Publisher
:Emerald Group Publishing Limited
Copyright © 2009, Emerald Group Publishing Limited