Recent research on total quality management (TQM) has examined the relationships between the practices of quality management and various levels of organizational performance. These studies have produced mixed results, probably because of the nature of the research designs used such as measuring TQM or performance as a single construct. Based on a comprehensive literature review, this study identifies the relationships among TQM practices and examines the direct and indirect effects of these practices on various performance levels. A proposed research model and hypotheses are tested by using cross‐sectional mail survey data collected from firms operating in the US. The test of the structural model supports the proposed hypotheses. The implications of the findings for researchers and practitioners are discussed and further research directions are offered.

As competition moves beyond a single firm into the supply chain, researchers are beginning to explore quality management (QM) in a supply chain context. The literature suggests that supply chain management (SCM) consists of internal practices, which are contained within a firm, and external practices, which cross organizational boundaries integrating a firm with its customers and suppliers. Supplier quality management and customer focus are two QM practices that are also clearly in the domain of SCM. In this study we investigate how these two supply chain management-related quality practices lead to improved performance and examine the practices that precede and mediate those relationships. In doing so, we replicate and extend the relationships among the QM practices and their effects on firm performance suggested in Kaynak [Kaynak, H., 2003. The relationship between total quality management practices and their effects on firm performance. Journal of Operations Management 21, 405-435] using survey data gathered from firms operating in the U.S. The inclusion of customer focus and supplier quality management in the QM model supports the importance of internal and external integration for quality performance. Implications of the results for researchers and practitioners are discussed, and further research implications are suggested. #

Purpose -The purpose of this paper is to extend understanding of supplier development theory by investigating the relationships among communication methods, information sharing within a firm, information sharing between firms, and support aimed at supplier development and the effects these relationships have on firm performance. Design/methodology/approach -Data were collected from a random sample of 231 firms are used to test hypothesized relationships by employing structural equation modeling. Findings -The main findings indicate that traditional communication methods, information sharing within a firm, and information sharing between firms, and supplier development are significant factors for improving a buyer's performance though their indirect and direct effects on firm performance vary.Research limitations/implications -The model tested in this study should be reinvestigated by employing better developed measures of advanced communication methods. Furthermore, when investigating the relationship between supplier development and firm performance, future studies should include mode of supplier development approach -reactive versus proactive -as a variable. Practical implications -The findings of this study provide insights into what makes supplier development activities effective for practitioners. Originality/value -Although communication/information sharing has emerged in previously published studies as a critical factor in developing suppliers, an integrated research model that investigates the relationships among communication media, information sharing, supplier development activities, and buying firms' performance has not been offered. This is the gap filled by this study.

Purpose -The purpose of this paper is two-fold: to examine two approaches buying firms can utilize to manage supplier quality; and to investigate the ways in which factors inherent in supply chain relationships affect the use of these approaches in supply chain quality management. Design/methodology/approach -Drawing on agency theory, this paper proposes a conceptual framework that relates the underlying factors of a supply chain relationship to the use of quality management approaches. Two types of approaches, outcome-based and behavior-based, are discussed in terms of their focuses, purposes, and methods. Propositions are developed about the effects of these factors on the decisions buying firms make about supply chain quality management. Findings -This study suggests that rather than relying on one generic supply chain quality management approach for all suppliers, firms need to choose different management mechanisms for different suppliers based on the salient attributes of individual suppliers and their relationships with the buyers. Five types of agency-based factors are discussed. These factors -information asymmetry, goal conflict, risk aversion of suppliers, length of relationship, and task characteristics -can be expected to influence how firms design and manage their quality management systems for supply chains. Practical implications -A better understanding of the distinction between outcome-based and behavior-based approaches helps managers evaluate which approach is best suited to managing the quality of their suppliers. The propositions pertaining to the key factors provide managers with some guidelines about the critical conditions they should consider when building their firm's supply chain quality management system. Originality/value -Having an effective quality management system of a supply chain is essential for maintaining a smooth supply of high quality products and services to customers. However, little is known about how a firm should design this supply chain quality management system. The paper addresses this gap by applying agency theory to examine the two essential approaches to managing supplier quality and to explore the critical factors that should be taken into account when considering the appropriate approaches for different suppliers.

Purpose: In this paper, we adopt the dynamic capabilities view as a theoretical framework to empirically investigate the relationships among human resource (HR)-related quality management (QM) practices, new product development (NPD) as a specific dynamic capability, learning orientation, knowledge integration, and strategic flexibility. Learning orientation and knowledge integration represent two antecedents of strategic flexibility, and strategic flexibility is the developed ability that facilitates NPD.Design/methodology/approach: To empirically test the relationships, we used data from 236European firms and performed Structural Equation Modeling. Findings:Results indicate that HR-related QM practices contribute to (1) creating a learningoriented company, (2) integrating knowledge, and (3) supporting successful new product development (NPD). Furthermore, knowledge integration is positively related to NPD through strategic flexibility. positively related to the firm performance on which a significant portion of QM literature has focused but also to study whether QM implementation is related to strategic variables and can make a contribution to strategic processes. To fill the void in the HR and QM literature, this study offers an integrated framework with empirical support that identifies the role of HR-related QM practices in learning orientation, knowledge integration, strategic flexibility, and NPD.