Total quality management (TQM) is widely accepted as a means of obtaining and sustaining competitive edge. This study finds support for the proposition that TQM implementation correlates with quality performance. Behavioral factors (role of top management leadership, customer focus, human resource focus, and quality focus) as well as TQM tools and techniques (corporate planning, process focus, and information and analysis) contribute to the successful implementation of TQM. Also, the study finds that the size of the company (big or small), the company's adoption of TQM, and the duration of a company's experience with TQM affect the rigor of implementation and the resulting level of quality performance. However, the nature of the company (manufacturing or service) does not seem to have a significant effect on the rigor of quality management implementation and level of quality performance.

This paper focuses on gaining insight into the impact of TQM on the business performance of the service sector of the economy. The study yields clear evidence that TQM implementation improved business performance in the service sector of Singapore. Success of TQM implementations appears to be attributable more to the rigor of its implementation rather than the duration. The study finds that while accrued benefits can be attributed to some of the tools of TQM, such as, customer focus and quality improvement rewards, the key to the success of TQM lies in its intangible and behavioral features such as top management support, employee empowerment and employee involvement.

Purpose -Total quality management (TQM) and technology are fast becoming essential features of business strategy for the success of many leading organizations in the world. More and more companies are using technology and adapting TQM for sustaining competitiveness in the marketplace. TQM works well for internal integration of logistics companies and they can benefit from the use of technology, including information technology (IT), to gain further internal and external integration. Seeks to examine this issue. Design/methodology/approach -This research examines the relationship between quality management practices, technology and performances of the logistics companies. The study seeks to gain insights from organizational variables and their effect on operational, quality, technology and overall business performance. Findings -TQM and technology play important and complementing roles in improving the performance. The analysis shows that both high technology firms and high technology TQM firms perform significantly better than their low technology peers.Research limitations/implications -The use of IT is crucial in improving operational, quality and overall business performance. The information and management technologies strongly correlate to TQM and serve as an enabler to quality performance. Practical implications -The use of technology assists logistics operations in many ways, such as cutting down information and processing lead-time, improve efficiency and minimize errors to the minimum. Perhaps, the logistics companies should look at the long-term benefits of technology and gradually engage its use to streamline their operations. Originality/value -The results in this research provide recognition for the importance of technology in quality management in the logistics industry.

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This study uses resource dependence theory to hypothesize that a buyer's innovation strategy enhances supplier innovation focus and a buyer-supplier relationship that supports product innovation. These in turn positively impact buyer product innovation outcomes and business performance. Moreover, it is argued that the buyer-supplier relationship positively moderates the impact of supplier innovation focus on product innovation. Design/Methodology: Structural equation modeling and hierarchical linear regression is used to test hypotheses. Findings: The results support all hypotheses and suggest that company (buyer) age and variables related to buyer engagement with international markets directly influence performance. They also indicate that the buyer-supplier relationship does not moderate the relationship between innovation strategy and innovation performance. Research Implications: Resource dependence theory suggests that firms lack all the resources needed to achieve their goals and that how they manage interdependencies with other entities influences their success. This study demonstrates that how a firm builds the conditions to effectively leverage the complementary resources and capabilities of suppliers directly influences innovation outcomes and business performance. Practical Implications: An important factor in firms achieving their product innovation goals is the selection and management of suppliers that are strategically aligned with regard to innovation. While managers need to develop internal innovation capabilities, partnering with like-minded organizations and creating conditions for effective cooperation is a key driver of innovation outcomes. Originality/Value: In contrast to prior research that has examined operational issues, this study shows how the strategic alignment of buyers and suppliers with regard to innovation is an antecedent of product innovation outcomes. Moreover, it adds to a limited literature on supply chain management practices in emerging markets.