The direct and indirect impact of product quality on financial performance: A causal model

Lakhal, Lassâad; Pasin, Fédérico

doi:10.1080/14783360802264293

Cited by 30 publications

(17 citation statements)

References 55 publications

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“…Powell, 1995;Douglas y Judge, 2001). Las ventajas producidas por estos sistemas de gestión tienen su refl ejo sobre el rendimiento empresarial puesto que a través del logro de procesos internos más efi cientes y de una mayor satisfacción de los clientes se consigue un aumento de las ventas y, por ende, una mejora en el resultado económico de la empresa (Lakhal y Pasin, 2008). Por tanto, la literatura ha argumentado reiteradamente la relación positiva entre la gestión de la calidad y la rentabilidad de la empresa (v.g.…”

Section: Hipótesisunclassified

Calidad y algo más: el efecto conjunto de la gestión de la calidad y mediombiental en la rentabilidad de la empresa

Ferrón‐Vílchez

Ruiz

Correa

2010

Spanish Journal of Finance and Accounting / Revista Española de

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Section: Hipótesisunclassified

Calidad y algo más: el efecto conjunto de la gestión de la calidad y mediombiental en la rentabilidad de la empresa

Ferrón‐Vílchez

Ruiz

Correa

2010

Spanish Journal of Finance and Accounting / Revista Española de

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“…Two of the product quality dimensions did not relate to any quality approach (features and serviceability). Like Sebastianelli and Tamimi (2002), many other studies on product quality have built on or used Garvin's dimensions (e.g., Agus 2005;Ahire, Golhar, and Waller 1996;Lakhal and Pasin 2008). Similarly, the product quality dimensions are viewed in this thesis as founding the product quality category.…”

Section: Product Qualitymentioning

confidence: 99%

“…Prior research has argued that quality is managed through internal improvements (Dean and Bowen 1994), which leads to customer satisfaction and improved firm performance (Lakhal and Pasin 2008). However, the research on solutions emphasises the importance of using customers during the solution development in order to customise the solution provision (Hakanen and Jaakkola 2012).…”

Section: Rq2mentioning

confidence: 99%

“…In particular, research on quality has focused on managing the firm's internal activities. For example, emphasis is placed on activities supporting products and services to meet customer needs (e.g., Dean and Bowen 1994;Gremyr and Elg 2014) and/or the interaction during the moment of exchange (e.g., Čater and Čater 2010;Lakhal and Pasin 2008;Wu et al 2015). This is reflected in the interventions used to improve quality.…”

Section: Introductionmentioning

confidence: 99%

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Understanding Solution Quality

Johansson¹

2016

Linköping Studies in Science and Technology. Dissertations

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The integration of services and products into solutions can open up new business opportunities for firms. This thesis concerns how firms can provide solutions that are perceived as high quality. Solutions are often provided over several years, which implies a changed customer relationship compared to product provisions. Since the solution aims to support the customer's activities, firms face new challenges when introducing solutions. One challenge is to integrate all components and activities of the solution, and simultaneously support the customer's activities. In addition, the firm must ensure that the solution and all of its parts are of high quality.Most of the existing research on quality is related to the management of a firm's internal activities and the interaction during exchange. Within the research on quality, customer orientation means that a firm should manage the relevant product or service to meet customer requirements. When this is achieved, the product or service is of high quality. Since solutions are seen as services and products that are integrated as an outcome, as well as a customer relational process that aims to support the customer's activities, firms have little to learn from previous research about the quality of solutions.The aim of this thesis is to increase knowledge about how to manage solution quality. The thesis combines insights from research on quality with research on solutions and servitization. Three research questions are answered. The first question concerns the content of solution quality; the second deals with how firms can, with support from interventions, meet the new challenges that arise from solution provision; and the third question concerns how customers can be involved to achieve solution quality. The research questions are answered through five papers based on literature studies and empirical data. The papers contribute to an increased knowledge of solution quality and how firms can work to achieve it.The results of the thesis suggest that solution quality is built on seven quality dimensions: reliability, communicability, internal consistency, empathy, approachability, tangibility, and adaptability. In addition, knowledge of processes and customer relationships are two prerequisites for the concept. These dimensions and prerequisites are supported by interventions that can provide a change. However, it has become evident that whatever intervention is used must be related to the dimensions that are supposed to be improved. Furthermore, customer involvement is argued to be an intervention to support the prerequisites for solution quality, especially iv during the solution development. The results of this thesis extend the research on quality by increasing the knowledge of the solution quality concept and by changing the view of customers and their involvement during solution development.v SAMMANFATTNING Den här avhandlingen berör hur företag kan möjliggöra så att produkter och tjänster, integrerade i så kallade helhetslösningar, kan levereras med hög kval...

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“…Whereas Lakhal and Pasin, (2008) claim performance measurement as a tool to gauge the outcomes of resource utilization and a way of improving the performance of the organization. Financial Performance is led indirectly by non-financial factors through their influence on key business processes such as product quality, and customer relationship management (Hallowell, 1996) and employee-oriented measures (Chi and Gursoy, 2009).…”

Section: Total Reward Approachmentioning

confidence: 99%

Strategic rewards - a case based study

Gupta¹,

Sharma²

2016

Studia Mundi – Economica

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Talent has won 'The war for talent'. The war is caused by the continuously increasing demandsupply gap for skilled workforce. Consequently, organizations face difficulty in attracting and retaining talent. Talent market is highly dynamic, since new disciplines of knowledge and skills are continuously emerging due to explosive growth of knowledge. It is resulting in rapidly changing technology and preferences and priorities of workforce in the midst of shortages. This necessitates appropriate reward system but in practice very few organizations offer attractive value proposition to their workforce. Most organizations still adhere to the conventional reward system.The traditional Rewards Management assumes money, and cash components to be the strongest motivator and the best performance incentives for employees. Higher wages/rewards have a close association with efficiency/productivity and employee turnover rates. Neo-classicists postulate equality between wages and the marginal product of labor. Higher-wages help in facing short supply of talent.Neo-classicists argue that the 'Total Factor Productivity (TFP)/Multi-factor Productivity (MFP)' depends on investment in human capital; education and skills are the drivers of productivity of labor. It implies that the companies, especially service providers, which use manpower as the pivot, should particularly invest in human capital.This study also considers rewards as the main driver of high performance; so the companies should focus on satisfying the needs of all the employees by balancing extrinsic and intrinsic values; which is based on strategic reward system. Further, the Rewards Strategy, Business Strategy and external environment should be aligned to ensure sustainable results. Outcomes tend to diverge from desired goals if business and rewards strategy are not well aligned. 'Strategic Rewards System' does not emerge in one go it evolves if the above conditions are satisfied.Therefore, the study traces the historical evolution of 'Strategic Rewards System' by review of literature. This furnishes the rationale for the case study based on a Small Medium Enterprise; it provides evidence for the choice of the "Strategic Rewards System" by the organization under study. The case study assesses the relation of reward strategy with the organizational performance. The study concludes that a well-designed and a well-executed Strategic Rewards System reverses employee turnover and improves performance without a lofty budget.

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The direct and indirect impact of product quality on financial performance: A causal model

Cited by 30 publications

References 55 publications

Calidad y algo más: el efecto conjunto de la gestión de la calidad y mediombiental en la rentabilidad de la empresa

Calidad y algo más: el efecto conjunto de la gestión de la calidad y mediombiental en la rentabilidad de la empresa

Understanding Solution Quality

Strategic rewards - a case based study

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