Determinants of quality management practices: An empirical study of New Zealand manufacturing firms

Agarwal, Renu; Green, Roy; Brown, Paul; Tan, Hao; Randhawa, Krithika

doi:10.1016/j.ijpe.2012.09.024

Cited by 68 publications

(56 citation statements)

References 33 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Financial performance was measured through objective data collected from the FAME database, using two indicators commonly used in the literature; profit margin (PM) and turnover per employee (TURN/E) (e.g. Agarwal et al, 2013;Patterson et al, 2004). In measuring the financial performance, the year in which lean service was implemented was taken into account.…”

Section: Firm Performancementioning

confidence: 99%

See 1 more Smart Citation

Is lean service promising? A socio-technical perspective

Hadid

Mansouri

Gallear

2016

International Journal of Operations &Amp; Production Management

168

View full text Add to dashboard Cite

Purpose -This research contributes to the ongoing debate about the effectiveness of lean practices in the service sector. Design/methodology/approach -This paper examines the impact of lean service on firm operational and financial performance. Exploratory factor analysis is used to reduce the data and identify the underlying dimensions of lean service, and partial least squares structural equation modelling (PLS-SEM) is used to test the developed model. Findings -The results indicate that the social bundles of lean service had an independent positive impact on firm operational and financial performance. Furthermore, while the technical bundles had an independent positive effect on only the operational performance, they interacted with the social bundles to improve both the operational and financial performance. The findings suggest that service managers must follow a systematic approach when implementing lean service practices without focusing on one side of the system at the expense of the other. Practical implications -The paper highlights the importance of implementing lean service as a socio-technical system if service firms are to achieve the best possible benefits from their implementation. The motivation factor (social side) and the customer value factor (technical side) are capable of improving all operational performance dimensions and profit margin even if implemented alone. Therefore, service managers with limited resources are encouraged to start lean service implementation with practices within these factors. However, they can also expect improved operational and financial performance from implementing other factors as they positively interact to further improve performance. Originality/value -Viewing lean service as a socio-technical system, this paper incorporates a larger set of lean practices than previous studies and demonstrates empirically their capability of improving service firms' operational and financial performance. It contributes significantly to the emerging literature on lean service by empirically testing the mechanism through which lean service affects firm performance.

show abstract

Section: Firm Performancementioning

confidence: 99%

“…Agarwal et al, 2013). This ignores the potential performance enhancing interaction between these components, and hence the full potential of the lean system (Hadid and Mansouri, 2014).…”

Section: Introductionmentioning

confidence: 99%

Is lean service promising? A socio-technical perspective

Hadid

Mansouri

Gallear

2016

International Journal of Operations &Amp; Production Management

168

View full text Add to dashboard Cite

show abstract

“…Their writings, combined with the Japanese post-War success, established quality as a cornerstone for many production strategies, philosophies and techniques such as Just-in-Time (JIT), Lean Manufacturing, Total Quality Management (TQM), Total Productive Maintenance (TPM) and in recent times to address issues of environmental sustainability, Lean Green Six Sigma (Agarwal et al, 2013;Dhalgaard-Park et al, 2013;Klingenberg et al, 2013). …”

Section: Quality Management Practices and Their Link To Performancementioning

confidence: 99%

“…Moreover, in reviewing 25 years of QM literature, Dhalgaard-Park et al (2013) discovered that although concepts such as TQM had been labelled a management fad, and have led to a declining number of published works, publications on other QM concepts such as JIT and Lean are trending upwards. Dhalgaard-Park et al (2013) concluded that the study of QM has matured whereby research had shifted away from TQM to focus on tools, techniques, determinants of establishing positive quality-performance relationships (Abdullah and Tari, 2012;Agarwal et al, 2013;Gutierrez Gutierrez et al, 2012;Pinho, 2008) and improving measurement systems (Camacho-Minano et al, 2013;Garengo, 2009;Lobo et al, 2012;Lockamy III, 1998). In this respect, research into QM has taken on horizontal and vertical dimensions, where horizontal movement has seen a broadening of QM's conceptual framework and applicability; while vertical movement has seen investigations into deeper meanings of quality and firm behaviour (Dhalgaard-Park et al, 2013).…”

Section: Quality Management Practices and Their Link To Performancementioning

confidence: 99%

“…Zatzick et al (2012) broadened the discussion to include the notion of internal fit of TQM practices with strategy, concluding that TQM aligned well with cost leadership but not with a differentiation strategic orientation (Porter, 1980). Other studies have sought to group QM into 'universal' and/or 'contingent' practices (Agarwal et al, 2013;Chen, 2013;Duarte et al, 2011), in the hope of explaining why (dependent) outcomes vary from firm to firm.…”

Section: Quality Management Practices and Their Link To Performancementioning

confidence: 99%

See 1 more Smart Citation

Quality management approaches and their impact on firms׳ financial performance – An Australian study

O'Neill

Sohal

Teng

2016

International Journal of Production Economics

113

View full text Add to dashboard Cite

An economic model of circular supply network dynamics: Toward an understanding of performance measurement in the context of multiple stakeholders

Brown

Bajada

2018

Bus Strat Env

View full text Add to dashboard Cite

The circular economy (CE) is increasingly being seen as a way in which organizations and economies can become environmentally sustainable. In this context, a key challenge facing multiple‐stakeholder collaborations in circular supply networks (CSNs) is the need to coordinate activities, as well as to monitor and benchmark sustainability performance. The limited formal analysis of CE production dynamics and performance indicators of activities in the CSN has contributed to these challenges. To address this we develop an economic model of material flow in a CSN that incorporates multiple stakeholder effects, and two novel performance indicators that: (i) estimate the joint effects of the speed of recycling, and the effectiveness of collection and conversion of recycled material on production; and (ii) a measure of the upper bound production possibilities for a given recyclable material cycling through a CSN. These indicators will be informative for monitoring, benchmarking and incentivizing performance across CSNs and informing public policy debates and strategies.

show abstract

Determinants of quality management practices: An empirical study of New Zealand manufacturing firms

Cited by 68 publications

References 33 publications

Is lean service promising? A socio-technical perspective

Is lean service promising? A socio-technical perspective

Quality management approaches and their impact on firms׳ financial performance – An Australian study

An economic model of circular supply network dynamics: Toward an understanding of performance measurement in the context of multiple stakeholders

Contact Info

Product

Resources

About