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The paper seeks to understand the adoption rates of total quality management (TQM) by New Zealand firms, and the role that organisational size plays in determining adoption rates.

A survey of 997 random New Zealand firms of all sizes yielded 228 responses. Factors tested to predict TQM adoption were organisational size, workplace autonomy, performance standards, use of teams and group problem solving. In addition, organisational size was tested as a potential moderating variable on the other factors.

Overall, 33 per cent of firms in New Zealand used TQM, with an addition 5 per cent no longer using TQM, indicating strong adoption rates by international standards. All the direct effects and moderating effects were supported. Consequently, firms with higher level of workplace autonomy, use of performance standards, use of teams, and use of group problem solving were more likely to have adopted TQM, and this was more likely for larger firms than smaller firms. As a result, strong support was found for the interacting effect of organisational size.

The implications are that TQM adoption rates are much higher in New Zealand than suggested in the international literature. A highlight of the present study is the focus on firms of all sizes, rather than being limited to only larger sized firms.

This paper provides much needed information on the state of TQM in New Zealand and provides a unique approach by testing the moderating effects of organisational size on predictor factors on New Zealand firms.

The purpose of this paper is to examine the association between the extent of adoption of TQM, using Kaynak’s (2003) core TQM practices (quality data and reporting, supplier quality management, product/service design, process management) model and competitive advantage. In addition, the study examines the antecedent role of organisational-related factors (intensity of market competition, information technology (IT), expert systems and the supplier evaluation programme) in respect to the extent of adoption of TQM.

A survey was conducted of 673 business units of garment organisations in a developing country, Bangladesh.

The findings indicate that the extent of adoption of TQM practices was positively associated with competitive advantage. In addition, two organisational-related factors (intensity of market competition and IT) were positively associated with the extent of adoption of TQM.

The findings provide an insight into the ability of TQM to facilitate competitive advantage in developing countries. Practitioners are also provided with an insight into which organisational factors facilitate the adoption of TQM practices.

The findings provide an important insight into the use and value of TQM practices in developing countries.

This paper aims to increase understanding of the application of total quality management (TQM) initiatives in business environments that differ from those where it emerged. Organisations within such environments, which are often less developed, may wish to adopt relatively sophisticated initiatives such as TQM. The adoption of TQM programmes by a variety of private and public sector organisations in South Eastern Europe (SEE) is a prime example. Little has been said about the awareness and applicability of TQM in this region.

A combination of quantitative and qualitative research approaches was used. The quantitative results emerged from the investigation of 782 managers working in 123 service organisations in public and private sectors (51 and 72 respectively) in four major SEE countries, namely Romania, Serbia, Bulgaria, and Greece. Subsequently, for triangulation and to provide richer data, 34 follow‐up semi‐structured interviews were conducted with managers from these four countries.

After having carried out quantitative and qualitative analyses, a four‐fold model emerged, through which key features of the application of TQM practices in the SEE region could be explained. The components of the model are categorised in two major groups; first, the influences of the business/management culture and modernisation pressures, and second, two key aspects of the business systems – the education level of managers and the sector of employment.

Both cultural and structural features of the business systems in SEE create pressures either promoting or retarding TQM adoption within organisations. The paper provides a four‐fold factors model that aims to explain key regional‐specific issues related to TQM adoption. This approach provides insights into the region studied, but also provides a prototype for similar studies in other regions.

In the SEE context, the tension between traditional business/management culture and modernisation logic is the key to the evolution of TQM. SEE managers adopt a more pragmatic view of TQM application through the use of “hard” quality management systems and practices, while placing less importance on concepts such as empowerment and employee involvement.

The study argues for the adoption of a regional‐specific view of TQM, applicable to particular regional business systems.

The present paper seeks to establish, through literature reports, if TQM is still a management theory in vogue or now a management fad. To achieve this, the innovative change process of TQM is examined, along the dimension of creativity, invention, innovation, diffusion and adoption.

The approach for data collection is basically secondary sources. The literature is extensively reviewed to arrive at the position presented in the paper.

From the reviews made it is argued that, although TQM looks faddish in graphical presentation of articles on TQM, it cannot be concluded that it is now a management fad. Though reports on TQM seem to diminish among popular press but academic scholars are still very much engrossed with empirical studies on TQM. This is based on the fact that many organizations still adopt and implement TQM and its diffusion is on the increase globally.

The main source of literature for the presentation is the ABI‐INFORM database. This might have reduced the generalizability of the findings in the present research. It is encouraged for other sources of literature to be explored.

It is implied from the present research that TQM is still a management philosophy in practice. Because it is diffused cross‐culturally, it is encouraged for its adopters not to use it as a “canned technique” of management change. Rather the management ideas need to be adapted within specific organizational settings, putting into consideration employees' personality, organizational leadership styles, reward system, and other cultural practices. Implementers of TQM should endeavor to fully understand the antics of the management philosophy and implement accordingly. A clear understanding and training of personnel on TQM philosophy is pertinent for protecting it from becoming a management fad.

What is original about the paper is the conceptualization of TQM along the organizational change process. TQM is presented as an innovation and its diffusion and adoption processes are sequentially analyzed.

This paper attempts a broad review of the current status and possible future of TQM as a major management concept. It looks at its strengths, in areas such as industrial and product orientated commercial business, in which it has become well established and demonstrably helpful to organizational objectives; and its weaknesses, areas in which it has been less successful than would have been anticipated. The paper then considers the applicability of TQM concepts to product and service organisations and argues that there is evidence of greater ease of adoption, and more apparent success, within product based companies than with service based organisations. Looking to future opportunities, the paper examines what further areas of development might be appropriate for TQM. Two significant but by no means fully explored areas are: small/medium sized enterprises (SMEs); and developing and newly industrialised countries (NICs). Another extension worthy of consideration is the non commercial organisation, in the public sector and the “third sector”.

This study aims to recognize the significant barriers of small and medium-sized enterprises (SMEs) in Bangladesh, hindering the adoption of total quality management (TQM). Additionally, this research intends to explore the interrelations among these barriers to develop essential managerial insights for promoting TQM implementation in SMEs.

The interpretive structural modeling (ISM) approach and Matrice d'impacts croisés multiplication appliquée á un classment (MICMAC) a cross-impact matrix multiplication applied to classification show the relationship among the barriers and classification of the barriers to TQM implementation respectively, and partial least squares structural equation modeling (PLS-SEM) is applied for ISM model validation.

This study examined previous literature and conducted interviews with professionals to identify 17 barriers. The study then develops and investigates a model that outlines the relationships and priorities among these barriers and categorizes them based on their impact and interdependence. This analysis can assist SMEs in implementing TQM during their operations successfully.

This research emphasizes the crucial obstacles that greatly affect other barriers and require immediate attention. Furthermore, this study provides valuable information for SMEs to effectively prioritize their resources and efforts to overcome these obstacles.

This study delves into the primary obstacles impeding the integration of TQM in SMEs through a novel approach. Additionally, this study constructs a verified contextual framework that depicts the hierarchies and interconnections among these barriers.

The purpose of the paper is to examine the impact of human-related support practices, total productive maintenance (TPM) practices, and total quality management (TQM) practices on manufacturing performance parameters and their inter-relationship.

A research project was carried out in 94 Indian manufacturing companies, using the questionnaire method. The survey data was drawn from 169 respondents working in these companies. In this paper, the impact of TPM and TQM practices on manufacturing performance parameters and especially the role of support practices is investigated empirically using various structural equation models.

Two factors namely top management and leadership and human resource development categorized as support practices were found to positively influence the adoption of technical practices, i.e., TPM and TQM practices. Hence support practices were found to indirectly affect the manufacturing performance parameters via the technical factors. Also analyzing various structural equation models (SEM), shop floor implementation of TPM practices were found to be influenced (or guided) by the philosophy of TQM practices. In other words, through the proper adoption of TQM practices, the effectiveness of TPM practices gets increased.

Because of the chosen research approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed propositions further using a case study approach.

The present study provides useful insights to practicing managers. The result of the study explaining the interrelationship between support practices (behavioral aspect) and technical practices can be used by practicing managers to develop a better understanding of the contribution of support and technical practices towards the realization of organizational objectives of growth and sustainability. In practice, TQM plays a great role in the adoption of TPM practices, which in turn helps to achieve quality in processes and therefore in products.

Previous research has often either concentrated on technical practices as one dimension without studying the effects of support practices on improving the adoption of technical practices. The results of the study take one step further by investigating the relationship between multiple aspects (support and technical aspects) of manufacturing practices and their impact on manufacturing performance.

In recent years, many companies have adopted the total quality management (TQM) philosophy for achieving organizational excellence. The paper reports on the findings of a case study concerned with appraising TQM practices in the Housing Authority of Fiji (HA). The HA has been set up to provide affordable shelter and mortgage finance for low and middle‐income earners in Fiji. Data collected suggest that following the global trend, as well as being consistent with the government’s recent public sector reform policy, TQM systems at the HA made the organization more effective and efficient. The organization was preparing itself to be corporatized. The case study reinforces previous claims that suggest that an organization may adopt a TQM strategy to promote both “institutional” and “quality” cultures.

A survey of small businesses in Kentucky was conducted in the area of total quality management. The objective of the research was to determine the level of effort of small manufacturing firms in quality management and the degree to which their managers are currently guided by the TQM model as opposed to the economic conformance model. Preliminary results indicate the degree of penetration of the TQM philosophy and concepts among managers in small manufacturing firms. Also studied were the important elements in the operation and management of these firms that promote or discourage the successful implementation of TQM.

This study aims to espouse the concept of sustainable environment, social and governance (ESG) practices as the proxies of sustainability reporting (SR). In the presence of smart technology adoption (STA), ESG drives total quality management (TQM) of sustainability matters in advanced medical device (AMD) companies post-pandemic.

This study uses two stages of rigorous data collection. Two focus groups comprising board members, investment advisers and senior managers of AMD were formed to establish the external validity of the constructs proposition. It then used a Web survey to solicit 240 respondents from AMD. Data were analysed using the partial least squares structural equation modelling (PLS-SEM) to provide robustness of predictive power in the model estimation.

Results show SR has positively impacted TQM. It reveals positive relationships between SR and ESG and ESG and TQM. Findings indicate that STA moderates the relationships between ESG and TQM with large effect sizes.

This study offers direction to expedite strategies and action plans by sustainability practitioners in an asymptotic quest for ESG and TQM best practices. Future research should focus on the protection of sustainable social using qualitative methodology.

Using the lens of corporate sustainability, this study develops a framework that integrates ESG, TQM and STA to examine the synergistic effects post pandemic. It provides evidence that ESG practices and STA adoption drive TQM in transition to attain sustainability among the AMD at the country level.