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Quality planning performance: the relationship between objectives and process

Simon S.K. Lam (School of Business, The University of Hong Kong, Hong Kong)

International Journal of Quality & Reliability Management

ISSN: 0265-671X

Article publication date: 1 February 1997

3491

Abstract

Examines organizational objectives when conducting quality planning and how different planning objectives are related to its perceived performance. The sample included 42 firms representing five different planning objective orientations. Four distinct cluster groups emerged. The four orientations were named as “strategic impact and communication”, “product/process improvement”, “co‐ordination”, and “no clear objectives”, based on the interpretation of the planning objectives that loaded on each respective factor. The results suggest that certain quality planning objectives were associated with significantly higher perceived performance and the level of planning sophistication only influenced the planning performance of some groups.

Keywords

Citation

Lam, S.S.K. (1997), "Quality planning performance: the relationship between objectives and process", International Journal of Quality & Reliability Management, Vol. 14 No. 1, pp. 10-23. https://doi.org/10.1108/02656719710156752

Publisher

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MCB UP Ltd

Copyright © 1997, MCB UP Limited

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