Quantitative analysis of quality management literature published in total quality management and business excellence (1996–2010)

Lo, Qin-Qin; Chai, Kah‐Hin

doi:10.1080/14783363.2012.669553

Cited by 43 publications

(66 citation statements)

References 24 publications

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“…Whilst, the last three decades have witnessed the growth of business excellence models published around the world (Dereli et al 2011;Lo & Chai 2012;Tatticchi et al, 2010;Talwar, 2009), questions about on what basis those frameworks can be established have seldom been addressed. Discussions on the underlying theories behind the formulation process of those excellence models are also sparse.…”

Section: Waterman Published Their Seminal Book In Search Of Excellencmentioning

confidence: 99%

“…The growth of business excellence models (Dahlgaard-Park et al 2013;Dereli et al 2011;Lo & Chai 2012) and the increasing managerial focus on developing business excellence have been phenomenal over the last three decades. Dahlgaard-Park and Dahlgaard undertook an insightful and critical review on some of the well-known excellence models and frameworks in order to understand the development over a 25-year period (Dahlgaard-Park et al 2013;Dahlgaard-Park and Dahlgaard, 2007).…”

Section: Excellence Models and Their Theoretical Basismentioning

confidence: 99%

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Re-balancing the excellence frameworks withindividualistic logic

Fan

Lü

2013

Total Quality Management & Business Excellence

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The analysis and assessment of business excellence is often associated with the discussion on the design and justification of the excellence measures and their dimensions. This paper revisits the critical issues in assessing business excellence, and aims to explore the conceptual development on re-balancing the performance dimensions in view of a framework. Based on the synthesising of published literatures and case studies it reveals that the all the published excellence frameworks are based on the commonality logic; and it suggests to re-balancing them with the individualistic logic. This concept has then been operationalized by constructing a new excellence framework named world class diamond model. Based on the surveyed data and by using structural equation modelling the re-balanced diamond model is tested and analysed in order to secure its theoretical validity. With the re-balanced framework, it stresses the critical importance of the individualistic logic in achieving business excellence. It also argues that the managerial implication of the individualistic logic lies in 2 the firm-specific and situation-sensitive practices of business excellence. The original contribution of the research is a conceptually re-balanced perspective towards the business excellence, suggesting a shift from the commonality logic towards the individualistic logic.

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Section: Waterman Published Their Seminal Book In Search Of Excellencmentioning

confidence: 99%

Section: Excellence Models and Their Theoretical Basismentioning

confidence: 99%

Re-balancing the excellence frameworks withindividualistic logic

Fan

Lü

2013

Total Quality Management & Business Excellence

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“…Consequently, key success themes for TQM implementation are service quality measurement and customer satisfaction (Lo & Chai, 2012;Modell, 2009). Moreover, to achieve business excellence, organisations must demonstrate leadership and top management sponsorship, following four governing TQM principles: (i) delighting the customer, (ii) people-based management, (iii) continuous improvement and (iv) management by fact (Kanji, 1998a).…”

Section: Literature Reviewmentioning

confidence: 99%

Key success factors for quality management implementation: evidence from the public sector

Pimentel

Major

2015

Total Quality Management & Business Excellence

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The purpose of this paper is to identify the crucial factors for the successful implementation of a quality management/total quality management (TQM) process, particularly in the public sector. The paper adopts an explanatory longitudinal case study, using case research design to support the investigation. The case study consists of three government agencies where the results and outcomes of a quality management programme differed. This programme was launched by a specific ministry in Portugal, linked to organisational change and delivering excellence. The study was built on quality management literature, highlighting the contributions of J. S. Oakland [(2004). Oakland on quality management. Oxford: Elsevier Butterworth-Heinemann] and J. Oakland [(2011). Leadership and policy deployment: The backbone of TQM. Total Quality Management & Business Excellence, 22(5), 517 -534].The key findings of the paper show that the main items delivering excellence, identified in the 'Oakland TQM model' (the 4Ps and the 4Cs), primarily explain the different perceptions of results and outcomes. The investigation also identified other factors that can help account for successful implementation of quality management, such as 'power' and 'collective involvement'. Consequently, a refined 'Oakland TQM model' is proposed, as well as a visualisation of the interaction of the items/factors involved in an input/output perspective.

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“…After investigating nonfinancial indicators in various businesses performance models [46][47][48], the data of nonfinancial business performance were determined with the following dimensions: (i) client satisfaction; (ii) human resources management; and (iii) innovativeness and efficiency of business processes. Each dimension was calculated as the average value of three variables.…”

Section: Methodsmentioning

confidence: 99%

Impact of Commitment to Business Ethics to Nonfinancial Business Performance

Vig¹,

Dumičić²

2016

: Interdiscip. Descr. Complex Syst.

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The article investigates the relationship between commitment to business ethics and nonfinancial business performance. Data of commitment to business ethics and nonfinancial business performance were collected from 100 participants through a questionnaire survey. The survey was conducted in 2015 in Croatian large and medium sized companies. The questionnaire for assessing commitment to business ethics contained nine different dimensions while the nonfinancial business performance contained three dimensions: client satisfaction, human resource management plus innovativeness and efficiency of business processes. Multiple regression methods were applied in the analysis. The empirical results of three multiple linear regression models show that certain dimension of commitment to business ethics had a positive influence on the nonfinancial performance of the companies. Motivation and rewarding policy for ethical behavior and responding to unethical behavior, as a dimension of commitment to business ethics, has distinctive effects on all three nonfinancial performance dimensions. It was also found that selecting suppliers based on the standards of ethics and compliance has a positive and strong influence on client satisfaction while using ethical criteria in the performance and efficiency evaluation of employees has a positive and significant influence on innovativeness and efficiency of business processes. This research leads to the conclusion that some dimensions of commitment to business ethics can be important predictors of nonfinancial business performance. Therefore, results of the research could be considered as valid motivation for further improvement of commitment to ethics in the business environment.

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Quantitative analysis of quality management literature published in total quality management and business excellence (1996–2010)

Cited by 43 publications

References 24 publications

Re-balancing the excellence frameworks withindividualistic logic

Re-balancing the excellence frameworks withindividualistic logic

Key success factors for quality management implementation: evidence from the public sector

Impact of Commitment to Business Ethics to Nonfinancial Business Performance

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