Research into Quality Management and Social Responsibility

Tarı́, Juan José

doi:10.1007/s10551-011-0833-x

Cited by 73 publications

(90 citation statements)

References 61 publications

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“…The recent literature on TQM and CSR calls for empirical research on how TQM and CSR interact to affect organizational outcomes (e.g. Tarí, 2011). The present study responds to this call by investigating how TQM mediate the relationship between CSR and performance on the one hand and how TQM and CSR individually affect performance on the other.…”

Section: A N U S C R I P Tmentioning

confidence: 87%

The effects of corporate social responsibility on organizational performance in the Iranian pharmaceutical industry: The mediating role of TQM

Mehralian

Nazari

Zarei

et al. 2016

Journal of Cleaner Production

123

102

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Section: A N U S C R I P Tmentioning

confidence: 87%

The effects of corporate social responsibility on organizational performance in the Iranian pharmaceutical industry: The mediating role of TQM

Mehralian

Nazari

Zarei

et al. 2016

Journal of Cleaner Production

123

102

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“…Furthermore, Zwetsloot and van Marrewijk () assert that quality influences how stakeholders perceive companies, brands, and value propositions, hence CSR has a role to play in developing business excellence, while Tarí () indicates that quality management practices are conducive to ethical behavior. Even though CSR is gaining more attention (Wang, Tong, Takeuchi, & George, ), many managers and their organizations remain unclear as to what exactly they should be aiming for “beyond legal obligations” (United Nations Global Compact‐Accenture, , ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…An influential group of scholars and practitioners advocate that CSR is the next step in quality management (American Society for Quality, 2015;European Commission, 2001;Martín-Gaitero & Escrig-Tena, 2018;Tarí, 2011;van Marrewijk et al, 2004) and that it represents one of the issues relevant to the business excellence movement in this century, along with consumer awareness, globalization, speed of change, the future workforce, and the aging population.…”

Section: Quality Management and Csrmentioning

confidence: 99%

“…Given the relevance of CSR to the quality movement and scholarly interest in the relationship between total quality management (TQM) and CSR (Ghobadian, Gallear, & Hopkins, 2007;Hazlett, McAdam, & Murray, 2007;Martín-Gaitero & Escrig-Tena, 2018;McAdam & Leonard, 2003;Oppenheim & Przasnyski, 1999;Sila, 2018;Spencer, 1994;Tarí, 2011;Vinten, 1998;van der Wiele, Kok, McKenna, & Brown, 2001;van Marrewijk, 2003;Zwetsloot, 2003), obtaining improved knowledge of managerial perspectives on CSR in the specific context of quality management is an important step in assessing the potential for increased adoption of CSR. As Singhapakdi, Vitell, Rallapalli, and Kraft (1996) claim, individual perceptions of social responsibility "can and should" be analyzed (p. 1132).…”

Section: Introductionmentioning

confidence: 99%

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Top executives' perceptions of the inclusion of corporate social responsibility in quality management

Neri¹,

Pinnington

Lahrech

et al. 2019

Business Ethics: A Eur Rev

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Exercise of global responsibility is critical to the future of quality practices in business, and corporate social responsibility (CSR) is relevant to the quality movement. However, not much is known about management perceptions of CSR in the specific context of quality management. This paper examines top executives' views on CSR and quality management implemented through the European Foundation for Quality Management (EFQM) framework. We report the results of a survey of executives in a multinational corporation operating in the outsourcing and technology services industry. The main factors influencing managerial perceptions were value generation, industry forces, institutional and stakeholder pressures, and organizational values and beliefs. In contrast to previous studies, we found limited evidence supporting the influence of shareholder pressures, competition, or the business case for CSR. We concluded that company lifecycle, changes in ownership structure, and owners' orientation toward CSR influenced its potential for adoption through implementation of the EFQM quality framework.

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“…The ISO 26000 standard can be viewed as an approach towards CSR standardisation that is grounded within in a quality management framework (Castka, Bamber, Bamber, & Sharp, 2004;Castka & Balzarova, 2005;Tari, 2011;Mezinska et al, 2013). Contrary to several other CSR-related standards, the comprehensive ISO 26000 standard only provides guidance rather than specifying requirements for a management system and the standard is not certifiable.…”

Section: Csr Standardsmentioning

confidence: 99%

The credibility of corporate CSR claims: a taxonomy based on ISO 26000 and a research agenda

Moratis

2015

Total Quality Management & Business Excellence

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Today, many companies are eager to claim their commitment to corporate social responsibility (CSR). Such claims may positively influence public perception, increase market share, improve stakeholder relations and protect corporate reputation. Not being able to substantiate these claims in a credible way may involve risks with regard to reputation and trustworthiness and may result in scepticism and a lack of credibility. Although the topic of credibility becomes increasingly important in order to both substantiate and assess CSR claims, it has so far attracted relatively little scholarly attention. The use of CSR-related management standards, several of which are based on quality management frameworks, can contribute to enhancing the credibility of corporate CSR claims. This article focuses on potential ways of enhancing the credibility of CSR claims by exploring what strategies are available for organisations, based on the most recent global initiative in CSR standardisation, ISO 26000. ISO 26000 can be viewed as an approach to CSR that is rooted in a quality management framework. While CSR standards themselves may contribute to enhancing CSR credibility, ISO 26000 contains several other suggestions for this purpose as well. The article explains the key contents and tenets of ISO 26000 and develops a taxonomy of, and elaborates on, several credibility-enhancing strategies that can be used by organisations. It concludes with several suggestions for further researching CSR credibility strategies on the interface of CSR and quality management.

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Research into Quality Management and Social Responsibility

Abstract: quality management, quality practices, social responsibility, systematic literature review,

Cited by 73 publications

References 61 publications

The effects of corporate social responsibility on organizational performance in the Iranian pharmaceutical industry: The mediating role of TQM

The effects of corporate social responsibility on organizational performance in the Iranian pharmaceutical industry: The mediating role of TQM

Top executives' perceptions of the inclusion of corporate social responsibility in quality management

The credibility of corporate CSR claims: a taxonomy based on ISO 26000 and a research agenda

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