2007
DOI: 10.1002/qre.885
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The individual effects of total quality management on customers, people and society results and quality performance in SMEs

Abstract: The aim of this paper is to test the individual effects of total quality management (TQM) on customer results, people results, society results and quality performance in a small-and medium-sized enterprise (SME) context. The research is based on information from 85 ISO 9000 certified SMEs in Spain. A number of regression analyses are applied in order to examine the impact of TQM on these four results and identify which factors of TQM have the greatest effect. After analysing the survey data, 10 SMEs were rando… Show more

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Cited by 26 publications
(8 citation statements)
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“…building on the company's current strengths Boon and Ram (1998), Gallear (1996, 1997), Hansson and Klefsjö (2003), Hodgetts et al (1999), Jones, Knotts, and Brown (2005), Martínez-Costa and Jiménez-Jiménez (2009), Rahman and Tannock (2005), Salaheldin (2009), Tannock et al (2002), Temtime (2003), Temtime and Solomon (2002), Thomas and Webb (2003), Aspinwall (2000a, 2000d) Gradual implementation using realistic goals (15) A stepwise QM implementation with continuous monitoring to show its benefits and show early profit Ahmed and Hassan (2003), Fening, Pesakovic, and Amaria (2008), Gallear (1996, 1997), Hansson and Klefsjö (2003), Hodgetts et al (1999), Lee (2004), Neerland and Kvalfors (2000), Ryan and Moss (2005), Struebing and Klaus (1997), Temtime (2003), Temtime and Solomon (2002), Thomas and Webb (2003), Aspinwall (2000a, 2000d) Involvement and training of employees (30) Employee involvement can be reinforced by information and communication, training, in addition to recognition and rewards of accomplished QM work Abdul-Aziz, Chan, and Metcalfe (2000), Ahmed and Hassan (2003), Beheshti and Lollar (2003), Boon and Ram (1998), Chandler and McEvoy (2000), Chileshe (2007), Claver and Tarí (2008), Davig et al (2003), Demirbag et al (2006), Gadenne and Sharma (2009), …”
Section: Category Referencesmentioning
confidence: 97%
“…building on the company's current strengths Boon and Ram (1998), Gallear (1996, 1997), Hansson and Klefsjö (2003), Hodgetts et al (1999), Jones, Knotts, and Brown (2005), Martínez-Costa and Jiménez-Jiménez (2009), Rahman and Tannock (2005), Salaheldin (2009), Tannock et al (2002), Temtime (2003), Temtime and Solomon (2002), Thomas and Webb (2003), Aspinwall (2000a, 2000d) Gradual implementation using realistic goals (15) A stepwise QM implementation with continuous monitoring to show its benefits and show early profit Ahmed and Hassan (2003), Fening, Pesakovic, and Amaria (2008), Gallear (1996, 1997), Hansson and Klefsjö (2003), Hodgetts et al (1999), Lee (2004), Neerland and Kvalfors (2000), Ryan and Moss (2005), Struebing and Klaus (1997), Temtime (2003), Temtime and Solomon (2002), Thomas and Webb (2003), Aspinwall (2000a, 2000d) Involvement and training of employees (30) Employee involvement can be reinforced by information and communication, training, in addition to recognition and rewards of accomplished QM work Abdul-Aziz, Chan, and Metcalfe (2000), Ahmed and Hassan (2003), Beheshti and Lollar (2003), Boon and Ram (1998), Chandler and McEvoy (2000), Chileshe (2007), Claver and Tarí (2008), Davig et al (2003), Demirbag et al (2006), Gadenne and Sharma (2009), …”
Section: Category Referencesmentioning
confidence: 97%
“…Moreover, excellence includes the spreading of good practices nationwide and worldwide, achieving a balance between aspiration and actual assessment, encouraging atmosphere in staff and student surroundings; and maintaining a high quality of teaching and learning (Tabish & Syed, 2015). Even though the EFQM model was not explicitly created to evaluate university education, there is evidence to support its application in the educational system (Becket & Brookes, 2008;Claver & Tarí, 2008;Tarí, 2008). The model has been adopted as an instrument required by leaders to survive the complex transformation, and it concentrates on areas of strength and not marks; areas of progress and not faults (Arjomandi et al, 2009;Davies, Hides, & Casey, 2001;Tarí & Madeleine, 2012).…”
Section: Malaysian Online Journal Of Educational Management (Mojem) Tmentioning
confidence: 99%
“…The key principles and standards should be selected for evaluating and measuring quality by ensuring that the requirements that have been defined are met. These should range from a project management perspective to a systems development perspective; the elements of ISO standards; and TQM -the quality principles (Claver & Tarí 2007;Juran, Gryna & Bingham 1988). QA methods and stands were considered from the literature to guide this layer development (Hanson 2006;Schwalbe 2007;Gryna, Chua & Defoe 2007).…”
Section: Gqam Layersmentioning
confidence: 99%