The impact of environmental characteristics on TQM principles and organizational performance

Fuentes, Marı́a del Mar Fuentes; Albacete-Sáez, Carlos A.; Montes, Francisco Javier Lloréns

doi:10.1016/j.omega.2004.02.005

Cited by 155 publications

(108 citation statements)

References 80 publications

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“…Hence, different performance dimensions may have to be combined to obtain a balanced and complete view of the organisation's performance (Tangen, 2003). Previous research had used many variables to measure organisational performance, such as profitability, gross profit, return on asset (ROA), return on investment (ROI), return on equity (ROE), return on sale (ROS), revenue growth, market share, sales growth, and operational efficiency (e.g., Fuentes-Fuentes et al, 2004, Curkovic et al, 2000. However, the question arises whether the variables used in these empirical studies actually measure the same phenomenon, i.e., overall organisational performance.…”

Section: Performance Outputmentioning

confidence: 99%

Sustainability exploration and sustainability exploitation: from a literature review towards a conceptual framework

Maletič

Dahlgaard

Dahlgaard‐Park

et al. 2014

Journal of Cleaner Production

139

150

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Theoretical and empirical research often points to a positive relation between corporate sustainability and organisational performance; however, attempts to conceptualise the multi-dimensional nature of sustainability practices are rare in the current literature. Thus, the purpose of this paper is to present a conceptual framework to aid in understanding and explaining the relationship between sustainability practices and organisational performance. The concepts of exploitation and exploration are adopted to distinguish between different types of sustainability practices. The research model is then analysed in terms of different outcomes related to sustainability performance, quality performance and business performance. Based on an interdisciplinary perspective, this paper suggests a new approach for the discussion of corporate sustainability and its implications for the organisational context. The results of the research suggest that the organisation may place a stronger focus on developing new sustainability-centred competencies when it is faced with an uncertain and rapidly changing environment. In contrast, efficiency and responsiveness to various stakeholders expectations and demands might dominate in highly competitive environments. The primary conclusion of this paper is that the alternative relationships between sustainability practices (exploitation and exploration) and organisational performance depend on different factors, including environmental uncertainty, competitiveness, long-term orientation and institutional approaches. These arguments indicate that managers in resource-constrained contexts may benefit from focusing on the management of trade-offs between sustainability exploration and sustainability exploitation demands; however, for long-term success, the simultaneous pursuit of exploration and exploitation is both desirable and necessary

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Section: Performance Outputmentioning

confidence: 99%

Sustainability exploration and sustainability exploitation: from a literature review towards a conceptual framework

Maletič

Dahlgaard

Dahlgaard‐Park

et al. 2014

Journal of Cleaner Production

139

150

View full text Add to dashboard Cite

show abstract

“…Table 7 shown internal business process performance measurement items suggested in literature. Reduced the defect * * 2 (A) Fuentes-Fuentes et al [65]; (B) Karra and Papadopoulos [62]; (C) Urrutia and Eriksen [63]; (D) Elbashir et al [66]; (E)Wu [67]; (F) Rajesh et al [68]; (G) Habidin [4] …”

Section: Internal Business Process Performancementioning

confidence: 99%

“…Table 8 presented the innovation and learning growth performance measurement items suggested in literature. Improved the innovation development * * 2 (A) Fuentes-Fuentes et al [65]; (B) Urrutia and Eriksen [63]; (C) Gurd and Gao [64]; (D) Guimaraes et al [70]; (E) Wu [67]; (F) Rajesh et al [68]; (G) Habidin [4]; (H) Grigoroudis et al [60] There are many previous study investigated quality management with OP. Table 9 presented the summary of research findings on OP.…”

Section: Innovation and Learning Growth Performancementioning

confidence: 99%

“…Authors identified that TQM affect the organizational performance. Fuentes-Fuentes et al [65] This study investigated the relationship between total quality management and organizational performance of Spanish firms. This study found customer focus (TQM) has a positive affect to financial and operational performance (organizational performance) Elbashir et al [66] This study discovers there are a positive and significant relation between business process (customer intelligence; supplier relations; internal efficiency) and organization performance.…”

Section: Innovation and Learning Growth Performancementioning

confidence: 99%

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Six Sigma Practices and Organizational Performance in Malaysian Healthcare Industry

Khaidir¹,

Habidin²,

Ali³

et al. 2013

IOSR-JBM

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“…However, the study failed to support the proposition that firms require to configure TQM practices in various ways for reaching various type of performance. Mar Fuentes-Fuentes et al (2004) investigated the impact of environmental characteristics on TQM principles and organizational performance.…”

Section: Introductionmentioning

confidence: 99%

An investigation on how TQM influences employee performance: A case study of banking industry

Nasab¹,

Hemmati²,

Kia³

2014

10.5267/j.msl

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This paper presents an empirical investigation to study the relationship between employee performance and TQM. The proposed study of this paper designs two questionnaires for TQM and performance measurement and distributes them among some employees who worked for one of Iranian banks in city of Semnan, Iran. The result of Kolmogorov-Smirnov test confirms that all data are normally distributed and the study uses Pearson correlation to investigate the relationship between various components of the survey. The result of the implementation of Pearson correlation ratio indicates that there was a positive and meaningful relationship between employee performance and TQM components (r=4.6223, P-value=0.000). In addition, there are some positive and meaningful relationships between TQM components and employee performance. The highest correlation belongs to relationship between employee performance and feedback (r=4.6223, P-value=0.000) followed by training and development (r = 0.441, Pvalue = 0.000) and communication (r = 4.2861, P-value = 0.000).

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The impact of environmental characteristics on TQM principles and organizational performance

Cited by 155 publications

References 80 publications

Sustainability exploration and sustainability exploitation: from a literature review towards a conceptual framework

Sustainability exploration and sustainability exploitation: from a literature review towards a conceptual framework

Six Sigma Practices and Organizational Performance in Malaysian Healthcare Industry

An investigation on how TQM influences employee performance: A case study of banking industry

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