Search results

This paper aims to highlight the need to place focus on ensuring soft factors in construction projects’ design management and to discuss whether soft factors are hidden success factors.

The presented data is a result of findings from two master theses. The approach is qualitative research and consists of nine semi-structured interviews with design managers and two case studies involving document analyses, meeting observations and descriptions of seven interviews.

This empirical study demonstrates that soft factors are considered important for design managers’ achievement of a successful design process. Focus on soft factors promotes good communication and will improve team performances. Factors are hidden because they are invisible and immeasurable. Furthermore, soft factors are not defined as assigned tasks and are, therefore, easily neglected. Designers are hesitant to explore the possibilities of new technology owing to the fear that they will forfeit human interaction.

This paper is limited to the presentation of empirical findings. Therefore, theory is not a basis for the study but rather a framework for the discussion.

The results in this paper broaden the understanding of human behaviour during the design phase. This knowledge should be considered when the project’s delivery model is designed as it will safeguard actor concerns during the ongoing technological transformation.

This paper contributes knowledge of the view regarding soft factors among project actors. It expands the traditional understanding of value by adding soft factors to the traditional success measures of time, quality and cost.

Within the framework of Total Quality Management (TQM) and the EFQM Excellence Model (EEM), the main objective of this paper is to develop a causal-predictive analysis of the relationships between soft and strategic-hard EFQM factors and the organisational results (customers, people, society and key results).

From a causal-predictive perspective, four EEM models, designed for each organisational result, are compared applying partial least squares structural equation modelling (PLS-SEM) and using a sample with 225 Spanish organisations.

The results confirm that soft and strategic-hard EFQM factors constitute a socio-technical system in which there are multiple direct and indirect relationships, between these factors and the results. Finally, the predictive nature of the proposed models is confirmed, highlighting the predictive performance of the people results model.

The results can lead to an improvement in organisational performance, as the developed models enable managers to anticipate the effects of their management decisions on those results concerning customers, people, society and key business results.

First, a novel way of grouping TQM enabler factors has been proposed within the EEM framework. Second, four research models have been generated, which allow carrying out an in-depth study of the direct and indirect relationships, between soft and strategic-hard EFQM factors and result variables. Finally, this contribution has applied the most updated techniques in order to assess the prediction performance of the four research models posited.

The purpose of this paper is to address a perennial question regarding the importance of soft total quality management (TQM) as part of the TQM implementation process – a topic that has been significantly understudied. Specifically, the authors address previous calls in the literature for stressing the soft aspects of TQM and for drawing a critical success factor (CSF) list that is formulated on the basis of empirical research instead of theory.

This is a comparative qualitative case study of three manufacturing SMEs combining empirical data from in-depth, semi-structured interviews with a large variety of stakeholders – from top managers to shop-floor workers, site visits and observations.

The study identifies 12 soft CSFs, and while most of these factors have been well-documented in the literature (e.g. top management involvement and leadership), the authors show evidence for the existence of other soft constructs that have not been considered or have been given little importance previously (i.e. middle management involvement and support, reward and recognition, CSR focus).

The study fills two major gaps in the (T)QM literature. First, it enriches the understanding of TQM implementation among Japanese SMEs. Second, it addresses the importance of soft TQM as part of the TQM implementation process.

This paper provides company owners and managers with valuable knowledge that may assist their organisations in the pursuit of business excellence including higher product quality and employee satisfaction.

To the authors’ knowledge, this is the first (international) study to investigate TQM implementation within the context of Japanese SMEs.

The purpose of the paper is to investigate the influence of soft factors on quality improvement and performance and also to examine the link between quality improvement and organizational performance.

The paper uses data from perceptions from managers in 255 electrical and electronics (E&E) firms in Malaysia and it develops regression and correlation analysis to test the relationships between soft factors, quality improvement and organizational performance.

The following soft factors were found to have significant influence on quality improvement: management commitment; customer focus; employee involvement; training and education; and reward and recognition. Organizational performance was significantly influenced by the following soft factors: management commitment; customer focus; and employee involvement. Finally, this paper empirically shows that firm performance will increase when the organizations implement more quality improvement practices.

The results of this paper can be used by managers to prioritize the implementation of the soft factors. For instance, those factors that are found to have a positive impact on quality improvement practice and performance can be recommended to managers so that they can allocate resources to improve these factors to achieve higher organizational performance.

This paper identifies the soft factors that can influence the quality improvement practice and organizational performance in E&E Malaysian firms.

Lean has shifted over the years from a set of tools to implement to a human-centric approach concerning both hard and soft factors. However, there is a limited research on these soft factors and how they influence companies performance and social outcomes on the one hand and how they enable the hard factors on the other hand. Taking this as a valuable opportunity, the purpose of this paper is to present the key motivating factors and key gaps in the literature as an agenda for future research.

A systematic methodology to identifying the literature on social outcomes and factors in Lean is presented. Web of Science, EBSCO, Emerald, Science Direct, Google Scholar and the top journals were searched, and 158 papers were identified.

The systematic review helped the authors to identify the evolution, current trends, research gaps and an agenda for future research for exploring social outcomes in Lean and the factors mediating them. These factors are grouped and presented.

The implications of this work include understanding for managers and professionals how both soft and hard factors in Lean are related and that for a sustainable implementation, the whole system must be observed. This work could serve as a valuable resource that depending on the execution of Lean, either positive outcomes will emerge or even negative outcomes, referred to as “The Dark Side”.

This paper presents an extended survey on the factors in Lean mediating both companies’ performance and social outcomes. The authors also believe that this is possibly the most comprehensive systematic literature review on the topic and will set the foundation for various research avenues based on the key findings of this study.

This paper aims to advance in the knowledge of the EFQM model as a framework for implementing total quality management (TQM). To do so, the work identifies the soft-hard TQM factors in the EFQM model, investigates the relationships between these factors and analyses their influence on key business results.

The methodology used is factorial analysis and structural equations – specifically the partial least squares technique. The sample is made up of 116 private firms. TQM is an integral management philosophy which is based on a set of social and technical factors that must be put into practice through a reference framework, such as the one in the EFQM model.

The work empirically identifies three dimensions that correspond to the soft-hard TQM factors (management and human resources, strategic management of partnerships and resources and processes management). Furthermore, it shows how these dimensions make up a management system that has a significant effect on key business results.

The main limitations are to be found in the sample used – private firms from a specific geographical context.

The research model facilitates the design of a management system for professionals and orientates them in its implementation and improvement with a view to influencing key results.

The data have been obtained from the scores of the processes of self-assessment and external assessment followed by firms that were candidates for excellence awards. The work empirically identifies the social and technical factors implied in the EFQM model and their relationships. Moreover, it presents the effect on a type of result that has not been analysed very much: key results (economic, financial, innovation or processes improvement).

Effective total quality management (TQM) practices rely on the accurate classification of critical success factors (CSFs). The impact matrix cross-reference multiplication technique for classification (MICMAC) or/and fuzzy MICMAC (FMICMAC) can be used to identify key factors in the complex set. However, TQM includes both “hard” and “soft” factors, limiting application of the traditional MICMAC/FMICMAC method.

Previous literature on TQM was reviewed, CSFs were identified, and factors were sorted into soft and hard categories. The combined fuzzy integration and dual-aspect MICMAC (fuzzy dual-aspect MICMAC approach) was then applied to identify, cluster and prioritize the CSFs of TQM.

A total of 20 factors (10 soft and 10 hard) were identified and isolated to assess the manufacturing- and service-related TQM practices of the Pearl River Delta Region of China. Seven driver factors and one linkage factor emerged as the key CSFs that managers should prioritize.

A major limitation of this study is the dependency of the results on the definitions of linguistic labels. If the linguistic definitions of TQM CSFs do not closely correspond to the expert opinion data, then the analysis results may be inaccurate. Additionally, although expert opinions are utilized in the proposed method for comprehensive assessments, these opinions may influence the final results due to their inherent subjectivity.

A novel fuzzy dual-aspect MICMAC approach was developed to identify and classify CSFs for optimal TQM practices. This approach allows clustering of CSFs so that decision-makers can prioritize factors according to their dependence and driving powers. Practitioners should concentrate on the CSFs with higher driving powers for successful TQM.

The purpose of this paper is to provide a conceptual framework for the development of total quality management (TQM) model for service organizations considering both internal and external environmental factors.

Through an extensive literature search, it is found that despite a large body of knowledge on TQM, there is hardly any research undertaken on the model of service quality including all external and internal factors that can affect the impact of soft and hard TQM factors on organizations performance. So, a systematic literature review has been conducted to extract the relevant journal articles for the study purpose.

The conceptual model fills this yawning gap and presents a framework of integrated relationships based on several constituent models. These are soft TQM factors, hard TQM factors and organizational performance. Moreover, quality improvement, market benefits, R&D performance and quality performance are used as mediators while industry rivalry and entry barriers are used as moderators between soft and hard TQM and organizational performance. The seven propositions, derived from these elements, highlight the dynamic relationship between above mentioned constructs.

One major limitation is the testing of this model. It has not been tested in any environment or organization to assess its validity. Future research can be done to test the developed hypotheses. Besides three journals, other journals can also be focused in future to get detailed insight into different factors. Impact of IT on organizational processes toward TQM can also be studied in future. More rigorous statistical tests can also be applied to generate more findings with an extension of review time period and selection of more journals.

The model developed in this study can be applied in any service organization with slight modifications to enhance the service quality of organizations by integrating both internal and external aspects for quality improvement. By adopting this framework, organizations can increase their production quality.

This proposed framework will help organizations to effectively implement TQM in their organizations considering internal and external organizational factors.

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).

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.

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.

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.

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.

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.

Modern manufacturing systems require tools and techniques that take cognizance of the social (concerning people and relations) as well as the technical environment. The purpose of this paper is to explore the relationship between the social and technical aspects of lean manufacturing practices and their effects on business performance outcomes.

The hypothesized relationships for this study are tested with data collected from 148 Indian manufacturing firms by using SPSS and AMOS statistical software.

The analysis of the study was conducted using structural equation modeling (SEM) technique, which indicated that both “soft” and “hard” lean practices are positively related to business performance parameters. The findings also demonstrated that “hard” lean practices fully mediate the relationship between “soft” lean practices and business performance parameters.

There are some limitations of this study. Although a cross-sectional survey has been applied, the research does not permit us to account for the lag between implementation and performance. It also brings the opinion of a limited number of Indian experts about lean manufacturing systems; hence, the sample size could be increased and the nationality of the respondent could be expanded for future research.

The paper would be of interest to Lean practitioners, and the results of this study can be used in organizations to put a focus on social-cultural changes while applying lean technical tools when it comes to practices as well as importance.

This paper extends theoretical contribution in production and operations management literature, highlighting how social and technical practices have to interact to enable a successful lean manufacturing implementation.