Critical success factors for total quality management implementation in small and medium enterprises

Yusof, Sha’ri Mohd; Aspinwall, Elaine

doi:10.1080/0954412997839

Cited by 136 publications

(86 citation statements)

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“…This suggests that training and educational programs in the firms help to enhance their employee's knowledge, skills and behaviors which ultimately improve the quality of products and services. This findings support the previous empirical studies that have found training and education as a critical factor for the successful quality improvement implementation in organization (Thiagarajan and Zairi, 1997;Quazi and Padibjo, 1998;Yusof and Aspinwall, 1999;Zhang et al, 2000;Calisir et al, 2001;Dayton, 2001;Pun, 2001). Finally, reward and recognition also was found to have significant positive contributions towards quality improvement in the sampled firms.…”

Section: Discussionsupporting

confidence: 81%

“…Several scholars have identified the soft factors or group soft factors of quality improvement which have a positive influence on quality improvement (Lu and Sohal, 1993;Shin et al, 1998;Yusof and Aspinwall, 1999;Rahman and Bullock, 2005). Alongside with these studies, there were also some other general studies that carried out specifically in Malaysian context which has also identified the soft factors of quality improvement such as leadership, employee training, communication, employee reward and supplier relation (Idris et al, 1996;Agus, 2001;Eng Eng and Yusof, 2003).…”

Section: Soft Factors Of Quality Improvementmentioning

confidence: 99%

“…Also, it may be replicated in the service sector which would provide further validation and reinforcement to the model proposed in this study. Third, future studies could look into the possible inclusion of several other soft factors such as communication (Black and Porter, 1996), quality culture (Ahire et al, 1996) and teamwork (Yusof and Aspinwall, 1999;Karia and Ahmad, 2000) in relation to QI.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

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The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

Abdullah¹,

Ahmad²,

Ismail³

2009

IJBM

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This study examines the influence of four selected soft factors (management commitment, employee involvement, training and education, and reward and recognition) on quality improvement within 255 Malaysian electrical & electronics (E&E) firms. Despite extensive research on quality management and quality improvement, very little empirical research has examined this area of study specifically in the E&E sector. The results of this study revealed that management commitment, employee involvement, training and education, and reward and recognition are significantly positively associated with firms' quality improvement practice. Also, employee involvement was perceived as a dominant soft factor for quality improvement; it was associated with significant improvements in firms' quality improvement. This study contributes to a better understanding of the influence of soft factors on organizational quality improvement among firms within the context of the Malaysian E&E sector. Suggestions for future research are discussed.

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Section: Discussionsupporting

confidence: 81%

Section: Soft Factors Of Quality Improvementmentioning

confidence: 99%

Section: Limitations and Future Researchmentioning

confidence: 99%

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The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

Abdullah¹,

Ahmad²,

Ismail³

2009

IJBM

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“…Numerous studies have examined what constitutes quality management, what the common barriers to quality management implementation are, and what factors are critical for the success of quality management (Saraph et al, 1989, Flynn et al, 1994, Ahire et al, 1996, Rao et al, 1999, Yusof and Aspinwall, 2000and Sila, 2007. Although these studies have provided different results such as critical factors, they have identified a common set of practices considered essential to the success of a quality management implementation.…”

Section: Tqm Constructsmentioning

confidence: 99%

International Journal of Business and Management, Vol. 5, No. 1, January 2010, all in one PDF file

IJBM¹

2009

IJBM

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“…In this sense, Tarí and García (2011, p.77) To summarize, in Figure 1 a sequence diagram or "path diagram" is shown with all the first-order latent variables, including the hypotheses to be contrasted, which make up the theoretical model to be tested in this research. In Table 1 Ahire et al, 1996;Yusof andAspinwall, 1999. Employee Management Flynn et al, 1994;Ahire et al, 1996.;Wilson and Collier, 2000;Ahmad and Schroeder, 2002. Quality policy/planning Saraph et al, 1989;Porter and Parker, 1993;Black and Porter, 1996;Win and Cameron, 1998;Quazi et al, 1998;Ravichandran and Rai, 2000;Wilson and Collier, 2000. Alliances and resources Ward and Chandler, 1999;Eskildsen and Dahlgaard, 2000;Curkovic et al, 2000 …”

Section: Relationship Of Leadership With Alliances and Resources Quamentioning

confidence: 99%

Dependence relationship between the critical quality factors and social impact

et al. 2014

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This paper shows the results of the empirical study conducted in 186 tourist accommodation businesses in Spain certified under the "Q for Tourist Quality", own System Quality Management. It was raised with the purpose of analyzing the structure of the relationship between critical quality factors and results-social impact, how they operate and the level of their influence on obtaining these results within the company. Starting from a deep theoretical revision we propose a theoretical model together with the hypotheses to be tested, and we proceed to validation using the technique of Structural Equation Models. The results obtained show that companies wishing to improve their social impact should take into account that leadership is the most important factor to achieve it. Leadership indirectly affects the social impact through its influence on alliances and resources, quality policy/ planning, personnel management and learning. KEYWORDS | Quality management, "Q for Tourist Quality", social impact results, accommodation businesses, causal model. RESUMO Este artigo apresenta os resultados do estudo empírico realizado em 186 empresas de alojamento turístico na Espanha, certificadas de acordo com "Q de Qualidade Turística", Sistema de Gestão da Qualidade próprio. Foi criado com a finalidade de analisar a estrutura da relação entre os fatores críticos de impacto de qualidade e resultados -impacto social, como se operam e do nível da sua influência sobre a obtenção destes resultados dentro da empresa. A partir de uma revisão teórica integrante propomos um modelo teórico juntamente com as hipóteses a serem testadas, e procedemos à validação usando a técnica de modelos de equações estruturais. Os resultados obtidos mostram que as empresas que desejam melhorar seus resultados e impacto social deve levar em conta que a liderança é o fator mais importante para tal. A liderança afeta indiretamente o impacto social através de sua influência sobre alianças e recursos, política de qualidade e planejamento, gestão de pessoal e de aprendizagem. PALAVRAS-CHAVE | RAE-Revista de Administração de Empresas | FGV-EAESP

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Critical success factors for total quality management implementation in small and medium enterprises

Cited by 136 publications

References 0 publications

The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

International Journal of Business and Management, Vol. 5, No. 1, January 2010, all in one PDF file

Dependence relationship between the critical quality factors and social impact

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