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This paper aims to investigate the moderation effect of customer orientation variable on the influence of professional competence toward the quality of strategy implementation.

This research is quantitative explanative associative, which is trying to explain the causality relationship between exogenous and endogenous variables. The research was conducted in the Shariah banking office in Central Java Province. The population of this research is all top and middle levels of Shariah Commercial Bank in Central Java region. The sampling technique used in this research is non-probability sampling, that is, purposive sampling, which is the method of determining the sample based on certain criteria and the research sample obtained is 113 respondents. The research approach used is quantitative with the analysis tool of Generalized Structure Component Analysis.

There is influence of professional competence variable and customer orientation on quality of implementation strategy. The higher the professional competence and customer orientation, the higher the quality of strategy implementation. It is also found that customer orientation moderates the influence of professional competence variables, which are quasi-moderating and reinforcing.

This research has two sources of problems, which are research gap and business phenomenon. Research on Drucker’s business purpose (1954) is realized when a firm identifies the relationship between strategic methods and its ability to generate profits. This research attempts to solve the problem or gap between market orientation and business performance, which has been widely researched by marketing experts, but still shows controversial results. In this research, the researcher takes the definition of Narver and Slater (1990) to examine market orientation because the mostly found empirical research on market orientation and innovation (Han, et.al. 1998; Subin and Workman, 2004; Ferrel and Luke, 2000) has used this conceptualization and its associated operations. Therefore, to compare and distinguish the results of this research with the results of previous research, this research uses the definition of Narver and Slater (1990). No previous study has comprehensively studied the moderating effects of customer orientation on the relation between profesional competence toward quality of strategy implementation, especially in a commercial bank in Central Java region.

This paper reviews the literature on the implementation of quality programs in the Irish hotel industry. Through a review of the literature in service quality, empowerment, and strategy implementation, key issues that affect the achievement of quality are identified. Many quality programs fail from lack of commitment on the part of senior management, middle management, and front‐line employees. Quality management is focused on involvement, communication, and teamwork; but studies show that the management of quality in contemporary hospitality organisations is lacking in these dimensions. The integrative nature of the European Foundation for Quality Management model for business excellence might provide a useful framework for quality implementation in Irish hotels, and it is concluded that further research should be conducted to consider the potential of such frameworks in an Irish context.

Quality 4.0 has a unique potential to create a competitive advantage for organisations by improving customer experience and enhancing profitability. The purpose of this study is to examine Quality 4.0, the9; benefits, motivating factors, critical success factors and the skills required by quality professionals in the successful implementation of Quality 4.0. The study also investigates the organisational readiness factors9 and challenges that need to be addressed before Quality 4.0 adoption and assess their importance.

A qualitative interview approach was utilised by interviewing a panel of senior management, engineering and continuous improvement (CI); professionals working in leading companies in Asia, Europe and America who are currently deploying Quality 4.0.

This study provides a theoretical base for the Quality 4.0 body of knowledge in terms of an organisation’s adoption and overcoming implementation challenges and providing examples of Quality 4.0 application. Organisations can use this study to understand what Quality 4.0 means to industry, the benefits and motivating factors for implementing, the Critical Success Factors, challenges, the organisational readiness factors and the role of leadership in a Quality 4.0 deployment. In addition, the study looks at the skills required by future Quality 4.0 professionals in terms of hard skills, soft skills and a curriculum for educating future quality management professionals. The respondents cited that predictive analytics, sensors and tracking, and electronic feedback loops are the most critical technologies for driving Quality 4.0.

One of the limitations of this research was that as this area is a nascent area the researchers were limited in their literature review. The second limitation was that the study was based on 12 interviews. A more comprehensive longitudinal study would yield more data so that better and robust conclusions can be derived from the study.

This is the first empirical study on Quality 4.0, which captures the viewpoints of senior management professionals on a full range of topics related to Quality 4.0 motivation for deployment, implementation and readiness for its adoption.

Attempts to capture the varied conceptualizations of industries by researchers and to provide some perspectives from which to understand the concepts, evolution and implementation of TQM. A case study of TQM implementation is presented and the implications for developing economies are highlighted.

The successfulness of total quality management is dependent on the initiative of employees to apply their problem solving techniques continuously. However, the performance evaluation is quite subjective since it relies on the individual judgements of supervisors who have different perceptions of the process performance. This paper presents a performance measurement system to determine the priority in execution of quality improvement according to the performances of processes. Using a model containing a set of strategy‐related performance measures, misdirection of implementation of improvement projects due to subjective evaluation of process performance can be reduced. A fuzzy set of quality measures is introduced to calculate numerical quality rating for processes. The model is simulated and experimented on with a conventional improvement implementation practice. It is expected that the proposed model is superior in the major competitive capabilities including quality, cost flexibility, delivery reliability and speed.

Strategy implementation is an enigma in many companies. The problem is illustrated by the unsatisfying low success rate (only 10 to 30 percent) of intended strategies. The primary objectives are somehow dissipated as the strategy moves into implementation and the initial momentum is lost before the expected benefits are realized. This article discusses how a successful implementation is a challenge that demands patience, stamina and energy from the involved managers. The key to success is an integrative view of the implementation process. With the help of a checklist the ten critical success factors of an implementation process are figured out. To demonstrate how strategy implementation can be done in practice a case study is constructed. The article is built biaxially: on the one side the critical success factors within the strategy implementation process are explained, on the other hand the concrete example of making good use of these points in the form of an underscored case study is provided. The article provides some practical guidelines for strategy implementation in general. Strategy implementation differs completely from the formulation process and requires much more discipline, planning, motivation and controlling processes. The case study demonstrates that these guidelines are well tried and reliable in practice.

This study focuses on the key success factors (KSFs) for strategy implementation in the fisheries industry in Iceland identified by chief executive officers within the industry. The purpose is to provide a comprehensive categorization of KSFs that influence how strategy is mobilized. The secondary aim is to uncover the level of priority that companies place on the dimensions of the United Nations (UN) Sustainable Development Goals (SDGs).

The methodology involves qualitative case studies based on in-depth elite interviews with nine chief executive officers of Icelandic fishing companies.

The research indicates strategy implementation can be improved in four main areas. First, by engaging and involving all employees in the implementation process. Second, by enhancing bottom-up innovation and communication. Third, through alignment of the corporate strategy and the UN SDGs, and fourth, by following rigorous action plans with clear, measurable and prioritized objectives and timeframes for the managers to follow. These improvements have both theoretical and practical implications for the fishing industry. Consequently, a conceptual framework for integrated strategy implementation in the fisheries industry is proposed.

A limited number of in-depth elite interviews were conducted since access to the chief executive officers of the country’s largest fishing companies proved challenging. However, the nine companies collectively hold nearly 50% of the country’s total quota, thereby proving a deep understanding of the topic relevant to the industry. The research uncovered a substantial cross-section of viewpoints, and as such, the results are relevant for both academia and practitioners alike.

This study contributes to the debate on KSFs relevant to strategy implementation within a specific industry but also aligns with the UN SDGs by proposing a dedicated framework for implementing strategies in the fisheries industry. Overall, this study can help managers achieve strategy implementation.

An important surge in recent years has emerged in quality management initiatives in the public sector. Numerous techniques and tools are available to organizations looking to implement change through quality management. However, some organizations are unable to make informed choices using these options. Describes quality process analysis (QPA), a technique which enables the establishment of a comprehensive system for managing business processes. Seeks to answer the question “Is there a management strategy to strengthen the delivery of services in the public sector?” Presents a solution to strengthen the capacity of management to implement quality strategies to achieve organizational objectives and finally discusses the benefits of using the QPA approach.

Quality has progressed from a rough conceptualization of a tactical problem to a viable competitive opportunity that should be maximized strategically. We discuss the viability of quality as a sustainable competitive advantage. Based on a longitudinal study of general service hospitals, we provide results indicating that quality not only has a temporal effect on organizational performance, but also translates into long‐term benefits. The findings of this study reinforce anecdotal claims of the efficacy of quality‐based strategies in improving organizational performance.

This study reports a recent survey of the current state of quality management implementation and practices in China with reference to the Malcolm Baldrige National Quality Award (MBNQA) criteria. Comparisons are made between firms in three different stages of the development of a quality system: firms that focus on inspection, statistical quality control, and total quality management. The results support the common wisdom that firms practising total quality management have superior performance in leadership, strategic planning, customer and market focus, information and analysis, human resource focus, process management, and business results. The survey results also indicate that most Chinese firms still lack a full understanding of strategic quality management although a higher percentage of them claim that they are total quality management companies. To further the quality movement in China, quality managers and professionals should take a leading role in promoting contemporary, strategic quality management concepts and practices.