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How to measure Quality Performance (QP) or excellence performance in organizations is very important for improving the quality of an organization’s products and services. This paper takes Quality Function Deployment (QFD) as a ueful tool to identify the key characteristics of quality performance and measure the influence factors on quality performance. Most national quality awards provide a framework of the criteria to show the essential elements of an organization’s quality performance and get the Quality Performance Score (QPS) by self‐assessment using the criteria. By means of these criteria, especially, the criteria of China Quality Award (CQA), a measurable indicator system for quality performance is set up. A four‐phase QFD model of assessment for quality performance is developed. This QFD model not only presents the most important efforts for the deployment of the measurable indicators of quality performance, but also takes great advantage of evaluating the quality performance and obtaining the quality performance score. The measurable indicator hierarchy of quality performance is formed and its implementation method for assessment quality performance is described in this paper.

The purpose of this paper is to investigate the relationship between balanced scorecard (BSC) attributes and quality performance and the possible moderating effect of quality performance on the relationship between BSC and business performance. The positive findings from the multinational pharmaceutical organisations in Egypt may help the national pharmaceutical companies to improve their performance when incorporating the same tool (BSC) in their quality management system.

This research employs a quantitative approach to conduct a survey, and empirical data were drawn from 28 multinational pharmaceutical organisations in Egypt, 125 correct questionnaires were used for further analysis, and the research model was tested using the structural equation modelling technique by analysis of moment structures software.

The findings of the empirical research reveal that the BSC attributes significantly and positively relate to quality performance where strategy translated to operations has the strongest relationship, providing feedback/learning and communication have a moderate relationship, whereas alignment relation is negligible in the presence of other attributes. Additionally, BSC attributes have a significant positive relationship with business performance directly and indirectly and quality performance is the moderator. Also, the research suggests that the quality performance has a significant and positive relationship with business performance.

The overall research implication is that the BSC certainly acts as a ground foundation for consolidating the quality management system. The BSC practices presented in this research emphasise that this tool is not just an integration of financial and non-financial metrics that measure performance; rather, it is a performance management system that reinforces the quality system and helps to harmonise the strategy and goals that leads to improvement in the performance levels.

The study shows that BSC practices support the organisational quality/business performances. Therefore, managers must develop and continuously refine their strategies, allocate sufficient resources for achieving targets of strategic measures, in order to achieve superior business performance.

Several studies approached the effect of some of BSC attributes on quality performance; yet, this research considers the association between the four attributes collectively with quality/business performance. Additionally, no previous research has comprehensively studied the moderating effects of quality performance on the relation between BSC and business performance, especially in pharmaceutical companies in Egypt.

The purpose of this paper is to present the results of a survey study on quality performance measurement practices in the Turkish top 500 manufacturing companies. The study evaluates both financial and non‐financial aspects of quality performance measures in Turkish manufacturing companies.

The methodology of the study was a postal questionnaire survey. The survey was conducted with the top 500 industrial enterprises in Turkey specified by the Istanbul Chamber of Industry (ICI) for the year 2005. These firms are selected and ranked by ICI according to production‐based sales.

Two major findings of the study are: Turkish manufacturing companies utilize non‐financial measures more frequently than financial measures; and Turkish managers perceive non‐financial measures to be more effective than financial measures.

The sample is restricted to the top 500 industrial enterprises in Turkey. As the data in this study were collected from the manufacturing companies, the findings should not be generalized to other sectors.

The study is unique in reflecting the general practices and perceptions of manufacturing companies on quality performance measures across Turkey.

The purpose of this paper is to provide an initial empirical insight into the mediating role of quality performance on the association between six specific organisational factors (top management support, employee involvement, employee empowerment, reward and recognition, training and customer focus) and competitive advantage.

A survey questionnaire was used to collect data from 179 garment organisations in a developing country, Bangladesh.

The results show that quality performance mediates the association between three specific organisational factors (top management support, employee involvement and reward and recognition) and competitive advantage. In addition, a fourth organisational factor, employee empowerment, exhibited a direct association with competitive advantage.

The findings provide managers of developing economies with an important insight into the critical role of quality in achieving competitive advantage. In line with the resources-based view, the findings suggest that managers should deploy their limited resources to focus on providing top management support for, encourage employee involvement in and provide adequate rewards and recognition in respect to quality initiatives.

The purpose of this paper is to investigate the relationship between total quality management (TQM) practices and quality performance in Indian service companies.

The empirical data was collected using a self‐administered instrument that was distributed to 600 Indian service companies. Of the 600 instrument e‐mailed, 172 usable instrument were returned, yielding a response rate of 28.6 per cent. A stratified sampling procedure was utilized to obtain the minimum sample size of 600 from the four chosen service industries (i.e. Healthcare, Banking, Information and Communication Technology (ICT), and Hospitality). The data was analyzed using factor, Pearson's correlation, and multiple regression analyses.

The findings revealed that TQM practices were found to be partially correlated with quality performance of the Indian service companies. It was also found that quality culture was perceived as the dominant TQM practice in quality performance. The other practices such as quality systems, training and education, teamwork, and benchmarking showed a positive relationship with quality performance.

The research paper was limited by including only four industries in the selection of service companies in India, making this a possibly biased selection and it may not be adequate to generalize the results for the entire Indian service companies.

The study has contributed to the TQM literature with a better understanding of the 17 TQM practices and their association with a company's quality performance that will provide valuable knowledge to top‐management of service companies, to refine their current TQM practices and subsequently improve quality performance.

Though extant literature proposes buyer–seller information sharing as a crucial variable for quality improvement, there is a dearth of empirical understanding of how it affects procurement quality performance. The present study aimed at addressing this knowledge gap by using small- and medium-scale enterprises (SMEs) in a developing African economy as an empirical context.

The research hypotheses are tested on survey data from 138 SMEs in Ghana using structural equation modeling.

Results show that buyer–seller information sharing is positively related to procurement quality performance and that high levels of buyer–seller information sharing lower procurement quality performance.

Though the study demonstrates that there is a limit to the procurement quality performance benefit of buyer-seller information sharing, it does not empirically analyze the conditions that may relax this limit.

This research highlights both the bright and dark sides associated with buyer-seller information sharing and how they work out to determine procurement quality performance. It shows that SMEs could optimize procurement quality performance when they pursue a moderate level of buyer–seller information sharing.

This research advances the sparse literature on the procurement quality performance construct and its determinants within the context of SMEs. Unlike prior research that focuses on information technology, this study explicitly analyzes the role of information sharing in determining procurement (quality) performance and shows that differing levels of buyer–seller information sharing impact procurement quality performance differently.

The purpose of this paper is to explore the relationship between total quality management (TQM) practices and quality performance with special emphasis on ISO 9001:2000 certified manufacturing organizations in Malaysia.

The empirical data was drawn from 122 ISO 9001:2000 certified manufacturing organizations in Malaysia. The data were analyzed using correlation and multiple regression analyses.

The findings revealed that TQM practices were found to be partially correlated with quality performance of the Malaysian ISO 9001:2000 certified manufacturing organizations. It is also found that where customer focus and continual improvement were perceived as dominant TQM practices in quality performance.

This research paper was limited by excluding non‐ISO 9001:2000 certified organizations in the selection of manufacturing firms in Malaysia, making this a possibly biased selection, which might not adequately represent the Malaysian perspective on the entire Malaysia's manufacturing industry.

The outcome of the study could provide valuable knowledge to top management of ISO 9001:2000 certified manufacturing organizations to refine their quality management practices and subsequently improve quality performance.

This study empirically examines the effect of shop‐floor communication on implementation effectiveness of process management practices, and on the corresponding quality performance gained through process management implementation. It deals with four types of communication on the shop floor (small group problem solving, feedback, instructive communication, supervisory interaction facilitation) and three process management practices (process control, preventive maintenance, housekeeping).

Analysis of variance (ANOVA) and regression techniques were used to test the hypothesized relationships. Data were collected from 238 manufacturing plants through a questionnaire survey conducted in eight countries to develop reliable and valid measurement scales for operations management.

The statistical results demonstrate the positive effect of shop‐floor communication on the implementation of process management practices and the resultant quality performance. The results also suggest that each type of shop‐floor communication differently affects the way in which process management practices are implemented to influence quality performance.

Although the existing literature of quality management highlights the importance of communication and information management for the successful implementation of quality management, little detailed study has been conducted on how specific types of communication support quality management practices to obtain quality performance. This study contributes to the literature by breaking down communication into four types and providing specific empirical evidence on the relationship between each type of communication, process management practices, and quality performance.

As quality issues become more prominent in supply chain (SC) management, understanding the factors driving SC quality integration (SCI_Q) and quality performance has become increasingly important, shifting the focus of quality management to firms in SCs. This study aims to examine the role of SC quality leadership (SCQL) in facilitating SCI_Q and its direct and indirect relationship with quality performance.

Data on 400 Chinese manufacturing firms were collected using survey questionnaires. The hypothesised relationships between SCQL, SCI_Q and quality performance were tested using structural equation modeling in AMOS 22.0.

Empirical results show that SCQL has a positive and significant effect on quality performance and all three dimensions of SCI_Q: supplier quality integration, internal quality integration and customer quality integration. The results also show that SCI_Q mediates the relationship between SCQL and quality performance.

Executives should develop SCQL to improve SCI_Q in their SCs and ultimately improve quality performance. In particular, nurturing SQI can potentially lead to unique capabilities, relative to competitors. They should be aware of their important role in integrating and coordinating between functional units within the firm and between SC members.

This study enriches the SCM literature by identifying SCQL as a new and significant antecedent of SCI_Q in manufacturing firms. It contributes to the SC leadership literature by conceptualizing both the quality and social responsibility aspects of SC leadership, conceptualizing SCQL at the firm level and positioning SCI_Q as a mediator between SCQL and quality performance.

Total quality management (TQM) is widely accepted as a means of obtaining and sustaining competitive edge. This study finds support for the proposition that TQM implementation correlates with quality performance. Behavioral factors (role of top management leadership, customer focus, human resource focus, and quality focus) as well as TQM tools and techniques (corporate planning, process focus, and information and analysis) contribute to the successful implementation of TQM. Also, the study finds that the size of the company (big or small), the company’s adoption of TQM, and the duration of a company’s experience with TQM affect the rigor of implementation and the resulting level of quality performance. However, the nature of the company (manufacturing or service) does not seem to have a significant effect on the rigor of quality management implementation and level of quality performance.