2002
DOI: 10.1108/02656710210434801
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An investigation of the total quality management survey based research published between 1989 and 2000

Abstract: There has been a plethora of published research related to total quality management (TQM) in the last few decades. However, very few studies focused on cataloging critical factors of TQM. One of the objectives of this literature review was to investigate the state of TQM by examining and listing various TQM factors identified based on survey studies conducted in different countries and published in a variety of journals over the past decade. An examination of 76 survey studies that used an integrated approach … Show more

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Cited by 332 publications
(260 citation statements)
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References 328 publications
(46 reference statements)
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“…Éste destaca por las capacidades que la literatura le reconoce dentro del campo de estudio de la gestión de la calidad en las organizaciones (Alfaro-Saiz et al, 2011;Campatelli, Citti y Meneghin, 2011;Lau y Anderson, 1998;Ruiz-Carrillo y Fernández-Ortiz, 2005;Sila y Ebrahimpour, 2002;Steed, 2002), donde destacan: 1) que facilita la implementación de los principios y conceptos de la gestión de la calidad al máximo nivel (Lau y Anderson, 1998), y 2) que permite evaluar la situación en la que una organización se encuentra en relación con los objetivos perseguidos de excelencia (Alfaro-Saiz et al, 2011). La utilidad del modelo EFQM también ha sido ampliamente contrastada en un contexto de organizaciones educativas (Alonso-Arévalo, 2003;Antón y Castilla, 2010;Calvo-Mora y Criado, 2003;Calvo-Mora, Leal y Roldan, 2005;Cantón y Vázquez, 2010;Martín, 2005;Ololube, 2006;Osseo-Asare y Longbottom, 2002;Rusjan, 2005;Steed, 2002;Zink y Schmidt, 1995) y se puede afirmar que ha tenido éxito a nivel mundial (Ololube, 2006).…”
Section: Antecedentesunclassified
“…Éste destaca por las capacidades que la literatura le reconoce dentro del campo de estudio de la gestión de la calidad en las organizaciones (Alfaro-Saiz et al, 2011;Campatelli, Citti y Meneghin, 2011;Lau y Anderson, 1998;Ruiz-Carrillo y Fernández-Ortiz, 2005;Sila y Ebrahimpour, 2002;Steed, 2002), donde destacan: 1) que facilita la implementación de los principios y conceptos de la gestión de la calidad al máximo nivel (Lau y Anderson, 1998), y 2) que permite evaluar la situación en la que una organización se encuentra en relación con los objetivos perseguidos de excelencia (Alfaro-Saiz et al, 2011). La utilidad del modelo EFQM también ha sido ampliamente contrastada en un contexto de organizaciones educativas (Alonso-Arévalo, 2003;Antón y Castilla, 2010;Calvo-Mora y Criado, 2003;Calvo-Mora, Leal y Roldan, 2005;Cantón y Vázquez, 2010;Martín, 2005;Ololube, 2006;Osseo-Asare y Longbottom, 2002;Rusjan, 2005;Steed, 2002;Zink y Schmidt, 1995) y se puede afirmar que ha tenido éxito a nivel mundial (Ololube, 2006).…”
Section: Antecedentesunclassified
“…There are a bulk in the literature that show the significance of TQM strategy in manufacturing organizations (Arawati, 2005;Sohal & Terziovski, 2000), service organizations (Yasin, Kunt, & Zimmerer, 2004), SMEs organizations (Sohail & Hoong, 2003), and public organizations (Nor Hazilah, 2004). However, there are plenty of studies on TQM practices, most of them in developed countries and only there are six studies out of 347 were conducted in the Middle East including Saudi Arabia, Qater, and UAE (Sila & Ebrahimpour, 2002). Therefore, this study is an attempt to fill this gap in the literature.…”
Section: Tqm and Organizational Performancementioning
confidence: 99%
“…Chief among the themes in management consulting literature regarding client characteristics is the importance of senior-level management commitment to the goals of the management consulting partnership (Al-Mashari and Zairi 1999; Fernandez and Rainey 2006;Jang and Lee 1998;Kotter 1995;Sila and Ebrahimpour 2002). Management commitment is demonstrated through 'visible sponsorship' (Al-Mashari and Zairi 1999, 101) by senior leaders who are respected and influential throughout the organisation (Kotter 1995).…”
Section: Leader Capacity For Change Managementmentioning
confidence: 99%