Critical success factors of TQM implementation in  Hong Kong industries

Antony, Jiju; Leung, Kitty; Knowles, Graeme; Gosh, Sid

doi:10.1108/02656710210427520

Cited by 244 publications

(170 citation statements)

References 2 publications

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“…Antony et al (2002) clarified that "unifactoriality means that a single factor is extracted for each test". Each factor grouping was evaluated by factor analysis for construct validity.…”

Section: Validation Of the Csfsmentioning

confidence: 99%

Exploring Critical Success Factors for Stakeholder Management in Construction Projects

Yang

Shen

et al. 2009

Journal of Civil Engineering and Management

192

121

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Abstract. With a focus on different aspects of stakeholder management, various sets of critical success factors (CSFs) have been suggested in the literature. It is crucial to explore the relative importance and groupings of these factors. This paper aims to identify CSFs associated with stakeholder management in construction projects, and explore their ranking and underlying relationship. 15 CSFs were identified through a literature review, and consolidated by interviews and pilot studies with professionals in construction industry. A questionnaire instrument containing these 15 CSFs was sent out to project managers in Hong Kong, and 183 completed questionnaires were retrieved. The top three ranked factors for stakeholder management were "managing stakeholders with social responsibilities", "assessing the stakeholders' needs and constraints to the project", and "communicating with stakeholders properly and frequently". Using factor analysis and considering the high importance of the factor "managing stakeholders with social responsibilities", the 15 CSFs were grouped into five dimensions namely, precondition factor, stakeholder estimation, information inputs, decision making, and sustainable support. All these five groupings and their relationship were included in a framework for successful stakeholder management in construction projects. These findings help to clarify what the high prioritized factors are, and could also be used as an assessment tool to evaluate the performance of stakeholder management and thus help to identify areas for improvement.

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“…Antony et al (2002) clarified that "unifactoriality means that a single factor is extracted for each test". Each factor grouping was evaluated by factor analysis for construct validity.…”

Section: Validation Of the Csfsmentioning

confidence: 99%

Exploring Critical Success Factors for Stakeholder Management in Construction Projects

Yang

Shen

et al. 2009

Journal of Civil Engineering and Management

192

121

View full text Add to dashboard Cite

show abstract

“…Organizations are not only social system but also a human system (Pike and Barnes, 1996). According to Oakland (1993) TQM is an attempt to improve whole organizations effectiveness, competitiveness and structure.TQM is a philosophy for continuously improving the quality of goods and services delivered through the involvement of individuals at all levels and functions of organization (pfau,1989).Too much literature review of the past studies have examined what constitutes TQM and the key practices for the success of TQM (sila and ebrahimpura 2002; Saraph et al, 1989;Antony et al, 2002;Sureshchandar et al, 2002;Al-Marri et al, 2007;Zhang et al, 2000). Up till now, study has recommended a common set of practices for efficient implementation of TQM.…”

mentioning

confidence: 99%

Impact of Total Quality Management on the Performance of Service Organizations in Pakistan

Akhtar¹,

Zameer²,

Saeed³

2014

IJAREMS

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Abstract:The objective of this paper is to evaluate the role of total quality management in service sector of Pakistan. First of all total quality management was implemented in manufacturing organizations and the results were outstanding in manufacturing organizations. Now a days, in service sector there are many service providers that provide the same type of services. But customer prefer the service provider that provide the best service. For data collection, interviews were conducted from the top-level management of hospitals, banks, telecommunication companies, educational organizations and airlines. Findings of the research showed a positive relationship between TQM and performance of service organizations in Pakistan. This research paper is useful for improving quality of output in service organizations and it will also serve as a basis for future research.

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“…These results support the main objective of TQM to meet customer requirements and satisfy them. The improvement of customer satisfaction, according to Antony et al (2002) is one of indication the successful implementation of TQM in the organization.…”

Section: Tqm In Malaysian Automotive Suppliers 1011mentioning

confidence: 99%

Total Quality Management and Theory of Constraints Implementation in Malaysian Automotive Suppliers: A Survey Result

Zadry

Yusof

2006

Total Quality Management & Business Excellence

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The automotive industry is one of the most important and strategic industries in the Malaysian manufacturing sector. It supports a large number of Small and Medium Enterprises (SMEs). The Malaysian automotive industry, especially the suppliers, must be able to stay competitive and be in business. In order to be able to achieve the above goals, suppliers should apply Total Quality Management (TQM) to improve the quality of products and services in satisfying the customers. Theory of Constraints (TOC) is a systems methodology that has been developed to assist people and organizations to think about their problems, develop breakthrough solutions and implement those solutions successfully. TOC can be assimilated into TQM implementation as a mechanism to assist TQM and to enhance its implementation. This paper relates to a survey conducted to determine the extent of TQM and TOC implementation in Malaysian automotive suppliers. A questionnaire was sent to 250 automotive suppliers in Malaysia. The Statistical Package for the Social Sciences (SPSS) software was utilized to perform the required statistical analysis of the data from surveys. This paper reports on the findings of the survey conducted. It was found that Malaysian automotive suppliers have achieved quite a high level of their quality implementation programs, although most of them are still in the early stage of implementing TQM. However, there were still problems in their implementation of TQM. It shows that TOC is still something very new in Malaysian automotive suppliers. Its implementation is at a 'low' level of practice. The findings culminate with conclusions together with some proposed future research directions.

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Critical success factors of TQM implementation in Hong Kong industries

Cited by 244 publications

References 2 publications

Exploring Critical Success Factors for Stakeholder Management in Construction Projects

Exploring Critical Success Factors for Stakeholder Management in Construction Projects

Impact of Total Quality Management on the Performance of Service Organizations in Pakistan

Total Quality Management and Theory of Constraints Implementation in Malaysian Automotive Suppliers: A Survey Result

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