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1 – 10 of 46Qin Su, Zhao Li, Su‐Xian Zhang, Yuan‐Yuan Liu and Ji‐Xiang Dang
This paper seeks to examine the way quality management practices (QMPs) impact quality outcome, R&D process, and business performance, using investigation data from Chinese firms…
Abstract
Purpose
This paper seeks to examine the way quality management practices (QMPs) impact quality outcome, R&D process, and business performance, using investigation data from Chinese firms. The possible moderating effects of industrial types and competition on the above influencing relationships were investigated as well.
Design/methodology/approach
A two‐round questionnaire survey was conducted to 196 manufacturing and service firms in West China, and hypotheses were verified using a structural equation model with LISREL software.
Findings
The results suggest that quality management practices do not have a positive impact on firms' business performance directly, but have an indirect impact on business performance mediated by quality performance and R&D performance. Furthermore, the authors find that industrial type can moderate the relationships between quality management practices and business performance, while competition does not.
Originality/value
The findings make a significant contribution to understanding how QMPs impact firms' performance. In addition, the authors' research provides empirical evidence for the fact that QMPs' contribution to firms' financial and marketing performance is greater in service firms, which partly reflects the actual situation in China and other similar developing countries.
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Muhammad Asif, Erik Joost de Bruijn, Alex Douglas and Olaf A.M. Fisscher
This paper seeks to elaborate the reasons why quality management programs (QMPs) frequently fail to produce the intended results, and to demonstrate how QMPs could be effectively…
Abstract
Purpose
This paper seeks to elaborate the reasons why quality management programs (QMPs) frequently fail to produce the intended results, and to demonstrate how QMPs could be effectively institutionalised in an organisational setting.
Design/methodology/approach
A survey of literature from different management fields was carried out to determine how the main issues about QMPs' implementation are discussed in diverse areas (such as strategic and operations management) and how useful insights regarding better implementation and institutionalisation of QMPs could thus be induced.
Findings
To harness maximum benefits, QMPs need to be implemented as a meta‐methodology (or meta‐management) targeting the whole enterprise. The QMPs need to be effectively integrated with the business strategy, which steers the business processes towards its unique competitive advantage. An undesirable scenario would be employing QMPs as sub‐methodologies that take the form of tools and techniques (quick fixes) and thus remain as stand‐alone programs which fail to yield desired results. Institutionalisation of QMPs requires a context specific design that promotes greater buy‐in by employees; developing the routines and structures that act as memory of organisational knowledge, and nurturing a common and fostering culture (instead of various sub‐cultures). Managerial intent of QMP implementation, i.e. performance improvement or legitimisation in the eyes of stakeholders, also determines the success or failures of QMPs.
Practical implications
This paper should provide practitioners and academics with a better understanding of managerial actions and factors that lead QMPs to failures and how such problems could be tackled. This research also provides a better understanding of managerial actions about QMPs implementation that are actually counter‐productive.
Originality/value
The paper contributes to theory and practice by explaining the reasons for QMPs failures and thus how such failures could be prevented. The research has significant originality, as there is little research to date focusing on the QMPs problems explained through perspectives from strategic management and operations management literature.
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Whereas the majority of research explores the direct relationship between quality management practices and firm operational performance using data on developed economies, this…
Abstract
Purpose
Whereas the majority of research explores the direct relationship between quality management practices and firm operational performance using data on developed economies, this paper asserts that the effect of quality management practices on firm operational performance needs to be evaluated with reference to the contingency approach, especially in developing countries. Therefore, the authors empirically test whether competitive intensity moderates the relationship between quality management practices and inventory management process.
Design/methodology/approach
The authors employ a fixed-effect model on data from more than 7,000 observations operating in 27 Eastern and Central European countries.
Findings
The findings reveal that the adoption of quality management practices decreases inventory days only in a highly competitive market. Additionally, the results indicate that this effect is changing when distinguishing between countries and sectors.
Originality/value
This study advances research on quality management practices by emphasizing the importance of contingency and institutional approach.
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Choon Ling Sim, Francis Chuah, Kit Yeng Sin and Yi Jin Lim
The purpose of this paper is to explore the moderating role of Lean Six Sigma (LSS) practices in explaining the relationship between quality management practices (QMPs) and…
Abstract
Purpose
The purpose of this paper is to explore the moderating role of Lean Six Sigma (LSS) practices in explaining the relationship between quality management practices (QMPs) and quality performance.
Design/methodology/approach
Partial least square-based structural equation modeling (PLS-SEM) was used to empirically examine the moderating effect of LSS practices on QMPs and quality performance in Malaysian medical device manufacturing companies.
Findings
Findings revealed that both QMPs and LSS practices have a significant and positive effect on quality performance. Furthermore, LSS practices served as a substitute for moderating the positive relationship between QMPs and quality performance in such a way that the relationship becomes weaker as LSS practices increase.
Originality/value
LSS is acknowledged as the most well-known hybrid methodology; however, due to its relative newness, it has not been studied in great detail. Unlike previous studies, this paper argued that Lean and Six Sigma practices are distinct from its predecessor TQM practices; moreover, both Lean and Six Sigma practices do not need to substitute QM/TQM practices instead of complimenting the QMPs. In addition, this study adds to the growing body of QM literature by empirically examine the effect of LSS practices in moderating the relationship between QMPs and quality performance.
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Mingu Kang, Ki-Hyun Um, Shu Wang, Kihyun Park, Simon Norheim Colclough and Youngwon Park
The present study aims to explore the relationship between manufacturing–research and development (R&D) integration and organizational culture in enhancing quality and product…
Abstract
Purpose
The present study aims to explore the relationship between manufacturing–research and development (R&D) integration and organizational culture in enhancing quality and product development performance (PDP).
Design/methodology/approach
Based on data collected from 931 manufacturing firms around world, the authors examine the proposed hypothesis by using regression analyses. In addition, PROCESS (SPSS macro) is used to test both the mediation and moderated mediation models in this study.
Findings
The findings reveal that quality management practices (QMPs) partially mediate the relationship between R&D-manufacturing integration and PDP. Further, it is found that the direct and indirect effects of R&D-manufacturing integration on PDP are stronger when the organization is characterized as participative rather than hierarchical.
Originality/value
This study, by investigating the combined effect of R&D-manufacturing integration and organizational culture on QMPs and PDP, provides practical insights into the ways that manufacturing firms effectively utilize the integration between R&D and manufacturing functions to improve QMPs and enhance PDP.
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M. Begoña Lloria and Leydy Burbano
This paper first analyses the direct effect of quality management practices (QMPs) on organisational ambidexterity (OA). It then analyses the mediating influence of the values of…
Abstract
Purpose
This paper first analyses the direct effect of quality management practices (QMPs) on organisational ambidexterity (OA). It then analyses the mediating influence of the values of ambidextrous culture (AC). A novel theoretical model is tested in a quantitative study of the organic agri-food sector.
Design/methodology/approach
Quantitative methods and an online survey were used to collect and analyse 239 valid questionnaire responses. The data analysis method was partial least squares (PLS).
Findings
There is a relationship between QMPs and OA. AC partially mediates this link, strengthening the direct relationship between the two variables.
Originality/value
The proposed model is novel and creates opportunities for new lines of research. The concept of QMPs is considered in all its dimensions (processes, people, customers and suppliers). The study reaffirms the importance of the novel concept of AC in the literature. In this study, OA is defined in terms of the balanced processes of exploitation and exploration. The choice of sector is another original feature of the study.
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Mauro Sciarelli, Mohamed Hani Gheith and Mario Tani
This paper aims to investigate the effects of quality management practices (QMPs) on innovation in higher education (HE), and how organizational innovation (OI) may influence…
Abstract
Purpose
This paper aims to investigate the effects of quality management practices (QMPs) on innovation in higher education (HE), and how organizational innovation (OI) may influence technical innovation.
Design/methodology/approach
The hypotheses were tested with partial least squares structural equation modeling on a sample of 449 valid responses by faculty members in Naples (Italy) public universities.
Findings
The findings support the interdependent relationships between QMPs and their positive impact on innovation. It was found that some QMPs impact on innovation through people and process management, and that OI predicts the technical one.
Practical implications
Directors should recognize the differences between QMPs to implement effective quality management (QM) strategy. Furthermore, they should combine technical and OIs.
Originality/value
Despite the existence of several studies on QM and innovation in manufacturing and services, there are only a few in HE. Based on a multi-dimensional QM approach, this paper investigates the different effects each QMP has on both the other QMPs and innovation in HE.
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Winston G. Lewis, Kit F. Pun and Terrence R.M. Lalla
This paper describes the development of a scale for measuring top management commitment towards continual quality performance improvement in small and medium‐sized enterprises…
Abstract
This paper describes the development of a scale for measuring top management commitment towards continual quality performance improvement in small and medium‐sized enterprises (SMEs). A set of self‐assessment questions of the ISO 9004: 2000 Standard was used to assess the adoption status of quality management practices. This paper investigates the inter‐item reliability and the content validity of the Quality Management Principles Scale (QMPS) in an integrated improvement process in SMEs. An empirical study was conducted to acquire senior management views on the use of the QMPS in manufacturing sectors in Trinidad and Tobago. Based on 328 responses from 110 SMEs, statistical software packages were used to analyse the empirical data and determine the reliability and validity of the QMPS. The paper contributes to develop a self‐assessment scale that can be used to measure top management commitment. It is anticipated that the findings would provide practical insights for evaluating the levels of maturity on performance improvement in SMEs.
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W.G. Lewis, K.F. Pun and T.R.M. Lalla
This paper aims to rank the emphasis placed on critical factors and quality management principles that determine the success of total quality management (TQM) as it applies to…
Abstract
Purpose
This paper aims to rank the emphasis placed on critical factors and quality management principles that determine the success of total quality management (TQM) as it applies to quality management system implementation in small and medium‐sized enterprises (SMEs).
Design/methodology/approach
This paper is a synthesis of the literature on TQM implementation in SMEs operating in a developing environment and identifies critical factors. These factors are prioritised according to the frequency in which they appeared by number of articles. The compliance requirements of the ISO 9001:2000 standard is mapped to one or a combination of quality management principles (QMPs) on which the standard is based. These principles are grouped as soft and hard and ranked in terms of the number of compliance requirements they represent.
Findings
The paper identifies critical factors of TQM implementation for SMEs operating in a developing economy. Although exploratory in nature, evidence shows that, while researchers have placed more emphasis on the “soft” factors, the compliance requirements of the ISO 9001:2000 standard stress more on the “hard” factors.
Research limitations/implications
The paper shows that the possibility of enriching the theories and practices of TQM implementation and extending the knowledge and applications of “soft” and “hard” factors need to be explored. Contrasting the eight QMPs of ISO 9001:2000 with the evaluation criteria of quality excellence awards needs to be addressed.
Practical implications
This paper reviews the relative importance of “soft” and “hard” factors, and relates the QMPs and compliance requirements of ISO 9001:2000 to TQM implementation in SMEs. It identifies strengths and weaknesses of the standard, and provides a source of information for top management of SMEs interested in implementing a quality management system.
Originality/value
The findings in this paper link the compliance requirements of ISO 9001:2000 to QMPs, and point to areas that tend to be least addressed by the ISO 9001:2000 standard. The paper also advocates a holistic approach to safeguard proper TQM implementation and continual improvement of people, product and processes in SMEs.
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The purpose of this paper is to review the total quality management (TQM) philosophy and the quality management principles (QMPs) in facilities management (FM), and presents the…
Abstract
Purpose
The purpose of this paper is to review the total quality management (TQM) philosophy and the quality management principles (QMPs) in facilities management (FM), and presents the findings of a recent FM study at the Port Authority of Trinidad and Tobago (PATT).
Design/methodology/approach
Empirical data were acquired via interviews with the FM management and maintenance personnel and questionnaire survey with port employees.
Findings
In Trinidad and Tobago (T&T), many facilities at the port have been operated below optimum ability, and there has been no consistent FM methodology being utilised by PATT. Findings showed that QMPs could be used to revitalise the facilities maintenance practice at PATT. The management philosophy should adhere to the fundamental QMPs where the inspection‐oriented practices would be superseded by prevention‐oriented FM.
Research limitations/implications
Future research would identify key determinants of the TQM approach in FM and institute the approach to refine the maintenance processes and procedures in port operations in T&T and the Caribbean region.
Originality/value
As facilities projects become more varied and complex in nature, a fresh management paradigm seems imperative. It is anticipated that the use of TQM approach accompanied with the QMPs would broaden the prevention‐oriented FM process and impact management efficiency positively at PATT for years to come.
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