The quality culture: manufacturing versus services

Troy, Kathryn; Schein, Lawrence

doi:10.1108/09604529510796403

Cited by 13 publications

(7 citation statements)

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“…Previous studies have demonstrated that strategic issues and success factors are fundamentally different in servicebased industries (e.g. Apte, Beath and Goh, 1999;Judge and Ryman, 2001;Troy and Schein, 1995). As a result, we simply do not know whether findings from previous studies in manufacturing industries extend to the service sector.…”

Section: Introductionmentioning

confidence: 76%

Strategic Alliance Outcomes: a Transaction‐Cost Economics Perspective

Judge

Dooley

2005

British J of Management

139

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[Dooley] Empirical research on strategic alliances has been limited because previous studies examined alliance outcomes, and the factors associated with them, from a single partner in a manufacturing alliance. Furthermore, many of these studies have been done from a transaction cost perspective and researchers have inferred opportunistic behavior, rather than directly measuring it and observing its actual relationship with alliance performance. Building on previous transaction cost theory and research, this study seeks to address these gaps by analyzing factors associated with both opportunistic behavior and alliance performance within a major service sector, namely the US healthcare industry. After controlling for asset specificity and alliance age, we found that partner trustworthiness and contractual safeguards were negatively related to opportunistic behavior. Furthermore, opportunistic behavior was negatively related to alliance performance, as hypothesized. Interestingly, mutual equity investments were found to be unrelated to opportunistic behavior, counter to transaction-cost logic. These findings refine and extend the transaction-cost economics perspective regarding our understanding of strategic alliance behavior and outcomes, and offer executives in service-based industries some practical ideas for assuring favorable strategic alliance outcomes.

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Section: Introductionmentioning

confidence: 76%

Strategic Alliance Outcomes: a Transaction‐Cost Economics Perspective

Judge

Dooley

2005

British J of Management

139

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“…Several difficulties reported above revolve around this point since the organisations with their current practices are not focused towards the customer. It was also explained by Troy and Figure 2 The attitude toward the model's criteria Schein (1995) that movement towards TQM is associated with a need for changing the way of thinking and the way of working through total commitment of management, unacceptability of errors, employee empowerment, customer focus and measurement and systematic improvement of processes. Each one of these requirements is associated with some cultural problems and some difficulties, which the organisations need to overcome for proper implementation.…”

Section: Discussionmentioning

confidence: 99%

Understanding the difficulties of implementing quality management in Yemen

2002

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Total quality management (TQM) is still a new issue for the organisations in Yemen. These organisations need to establish a new strategy towards quality management. Focuses on the difficulties and barriers to the introduction and implementation of TQM in such a culture. The researcher draws on two case study organisations and on the activities proposed by the European excellence model to exemplify TQM. Time was spent explaining these activities to the people involved and was followed by a discussion of the difficulties. By the end of this process the researcher came out with several points to be considered under each activity for the aim of improving the organisations in Yemen and when embarking on implementation of TQM. Other issues include the need for proactive government support, for better technical understanding of TQM, and for a change in organisational culture.

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“…Common management practices of service organizations with successful quality programs include quality process structure, customer involvement, continuous communication of the quality message, training managers to push down decision making, and integration of TQM with performance evaluation (Warihay, 1993). Though the service sector lags behind manufacturing in the adoption of TQM, Troy and Schein (1995) notice that this might be a boon since services now have the opportunity to learn from the mistakes of TQM pioneers. Ghosh and Mak (1994) survey the advertising industry of Singapore to identify the critical success factors relevant for TQM and recommend TQM as an effective way to improve profitability and competitiveness, organizational effectiveness, and customer satisfaction.…”

Section: Tqm In Servicesmentioning

confidence: 99%

TQM and business performance in the service sector: a Singapore study

Brah

Wong²,

Rao³

2000

International Journal of Operations &Amp; Production Management

191

182

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This paper focuses on gaining insight into the impact of TQM on the business performance of the service sector of the economy. The study yields clear evidence that TQM implementation improved business performance in the service sector of Singapore. Success of TQM implementations appears to be attributable more to the rigor of its implementation rather than the duration. The study finds that while accrued benefits can be attributed to some of the tools of TQM, such as, customer focus and quality improvement rewards, the key to the success of TQM lies in its intangible and behavioral features such as top management support, employee empowerment and employee involvement.

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The quality culture: manufacturing versus services

Cited by 13 publications

References 0 publications

Strategic Alliance Outcomes: a Transaction‐Cost Economics Perspective

Strategic Alliance Outcomes: a Transaction‐Cost Economics Perspective

Understanding the difficulties of implementing quality management in Yemen

TQM and business performance in the service sector: a Singapore study

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