Dependence relationship between the critical quality factors and social impact

Abstract

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

Scale development and validation of total quality and socially responsible management (TQSR-M) framework: dual competitive strategy for management

“…Literature reviews revealed that different fields where: similarities between both approaches seem evident: process orientation; stakeholder focus; commitment; efficacy of resource management; contribution to competitiveness; organizational reputation; long-term planning; and continuous improvement assessment culture" (Mendes and Dias, 2018, p. 274). Some empirical studies have supported the idea that combined TQM-CSR approaches help organizations in achieving competitive advantages (Benavides-Velasco et al, 2014;Chiarini, 2016;Mehralian et al, 2016;Parast and Adams, 2012;A ´lvarez Garcı ´a et al, 2014;Tarı ´, 2011). Benavides-Velasco et al (2014) explained that both TQM and CSR satisfy two main stakeholders (i.e.…”

“…Some empirical studies have supported the idea that combined TQM-CSR approaches help organizations in achieving competitive advantages (Benavides-Velasco et al , 2014; Chiarini, 2016; Mehralian et al , 2016; Parast and Adams, 2012; Álvarez García et al , 2014; Tarí, 2011). Benavides-Velasco et al (2014) explained that both TQM and CSR satisfy two main stakeholders (i.e.…”