PurposeThis study investigates the effect of total quality management (TQM) on small and medium enterprises (SMEs) ' profitability by examining whether the new TQM dimensions of risk management, digitalization, stakeholder management and system deployment, facilitate the impact of traditional TQM dimensions on profitability.Design/methodology/approachA structured survey of 271 Finnish SMEs divided into industry companies and service companies was used.FindingsRisk management facilitates the relation between continuous improvement and company profitability. Digitalization does not facilitate the relation between TQM dimensions and company profitability. Stakeholder management facilitates the relation between management/leadership and company profitability, customer focus and company profitability and continuous improvement and company profitability. System deployment does not facilitate the relation between TQM dimensions and company profitability.Originality/valueMost prior studies are based on the traditional TQM classification. The TQM dimensions of this study are more comprehensive than previous studies and take into account the latest trends in business development. The findings of this study differ from most previous studies and provide a source of reflection for SME management on how TQM should be implemented so that it affects the company's profitability.
PurposeThis study investigates the effect of total quality management (TQM) on customer satisfaction, personnel satisfaction and company reputation.Design/methodology/approachThe study results rely on a structured survey conducted among an extensive sample of Finnish SMEs. In addition to the examination of the relationship between TQM and company performance in terms of customer satisfaction, personnel satisfaction and company reputation, the study takes a view on the possible effects of the industry, the company size and the certified quality system.FindingsThe results reveal that two TQM dimensions, namely Customer Focus and Product Management, were related to companies' customer satisfaction, whereas four TQM dimensions, namely Management/leadership, Customer Focus, Personnel Management and Risk Management, were related to personnel satisfaction. None of the TQM dimensions were related to company reputation. The control variables – the industry, the company size and the certified quality system – were not found to affect customer satisfaction, personnel satisfaction or company reputation.Originality/valueMost previous studies have been based on traditional TQM classification and have not shown the effects of the latest TQM-related dimensions. Compared to previous studies, this work integrates risk management, digitization, system deployment efficiency and stakeholder management into TQM, which has not been implemented in any previous study. The roles of hard and soft TQM factors have been carefully considered in this study; thus, the study does not place too much emphasis on either direction but provides a balanced picture of the performance of the management systems studied. Although there are studies on the effects of TQM on personnel satisfaction, customer satisfaction and reputation, they are based on a much narrower definition of TQM than that in this study. The business environment is constantly changing, but only a few studies have been conducted to extend the TQM approach. This has led to duplication of studies, and the effects of performance-relevant procedures have not been extensively studied in the past as part of TQM. Therefore, the concept of this study brings significant added value to TQM research and returns the TQM concept to the overall level while considering the requirements of the ISO 9001: 2015 and EFQM 2019 quality standards. The study also considers the effects of ISO 9001 certification and EFQM requirements.
PurposeThis study examines whether certification improves the dimensions of total quality management (TQM) and whether the impact of certification is similar across companies of different sizes and industries. The benefits of certification for companies have been widely discussed in recent years. The general debate has been partly marked by the dispute about whether companies will benefit more from certification or the implementation of TQM. This debate has led to numerous studies on the benefits of certification; however, few studies simultaneously have examined traditional TQM issues and the requirements of the new quality standard, ISO 9001: 2015, as well as the updated European Foundation for Quality Management (EFQM) criteria.Design/methodology/approachThis study was conducted via a survey of Finnish SMEs and covered both industrial and service companies. The study comprehensively compared industrial companies with service companies and small companies with medium-sized companies.FindingsIn industrial and small enterprises, certification clearly has a positive effect on the dimensions of TQM, but a similar effect was not observed in medium-sized enterprises or in the service sector.Originality/valueThis is one of the first studies to examine the effect of certification on TQM in different types of SMEs while simultaneously considering EFQM and ISO 9001:2015 in Finland. The significant originality of this research lies in the formation of a comprehensive research framework for the dimensions of TQM.
This study investigates the soft total quality management (soft TQM) dimensions that affect the environmental and social sustainability of Finnish small and medium‐sized enterprises (SMEs), considering the company‘s business, size, and possible certificates as control variables. Sustainable business has been found to be key to the success of companies, so investing in it is essential for companies. With the help of extensive literature research, the TQM dimensions covering the entire business activity were determined, from which detailed issues were identified. To ascertain the level of implementation of detailed issues, the survey was constructed and sent to 6889 randomly selected CEOs in autumn 2020. A total of 271 responses were received. Based on prior literature and studies, 10 hypotheses were proposed. The collected data were analyzed using regression analysis. The results reveal that two practices—business management systems and human resources (HR) practices—were related to environmental sustainability, while only business management system was related to social sustainability. None of the control variables affected environmental sustainability; however, the industrial sector influenced social sustainability. The study presents recommendations for company managers and the government to support sustainable development, especially in Finnish SMEs. As a practical contribution, the study demonstrates the importance of designing and implementing business management systems for enhanced sustainability. Management should also appreciate that sustainability will not automatically be set at a high level upon certification; thus, the performance of operations and processes should be monitored.
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