The relationship between quality management practices and their effects on quality outcomes

Tarı́, Juan José; Molina, J.F.; Costa, Juan Luís Castejón

doi:10.1016/j.ejor.2006.10.016

Cited by 211 publications

(205 citation statements)

References 73 publications

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“…These results partially corroborate those obtained by Tarí, Molina, and Castejón (2007) which did find a relationship between personnel management and process management, but not with continuous improvement, establishing an indirect link through learning and process management.…”

Section: Conclusion Limitations and Future Lines Of Researchsupporting

confidence: 82%

Dependence relationship between the critical quality factors and social impact

et al. 2014

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This paper shows the results of the empirical study conducted in 186 tourist accommodation businesses in Spain certified under the "Q for Tourist Quality", own System Quality Management. It was raised with the purpose of analyzing the structure of the relationship between critical quality factors and results-social impact, how they operate and the level of their influence on obtaining these results within the company. Starting from a deep theoretical revision we propose a theoretical model together with the hypotheses to be tested, and we proceed to validation using the technique of Structural Equation Models. The results obtained show that companies wishing to improve their social impact should take into account that leadership is the most important factor to achieve it. Leadership indirectly affects the social impact through its influence on alliances and resources, quality policy/ planning, personnel management and learning. KEYWORDS | Quality management, "Q for Tourist Quality", social impact results, accommodation businesses, causal model. RESUMO Este artigo apresenta os resultados do estudo empírico realizado em 186 empresas de alojamento turístico na Espanha, certificadas de acordo com "Q de Qualidade Turística", Sistema de Gestão da Qualidade próprio. Foi criado com a finalidade de analisar a estrutura da relação entre os fatores críticos de impacto de qualidade e resultados -impacto social, como se operam e do nível da sua influência sobre a obtenção destes resultados dentro da empresa. A partir de uma revisão teórica integrante propomos um modelo teórico juntamente com as hipóteses a serem testadas, e procedemos à validação usando a técnica de modelos de equações estruturais. Os resultados obtidos mostram que as empresas que desejam melhorar seus resultados e impacto social deve levar em conta que a liderança é o fator mais importante para tal. A liderança afeta indiretamente o impacto social através de sua influência sobre alianças e recursos, política de qualidade e planejamento, gestão de pessoal e de aprendizagem. PALAVRAS-CHAVE | RAE-Revista de Administração de Empresas | FGV-EAESP

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Section: Conclusion Limitations and Future Lines Of Researchsupporting

confidence: 82%

Dependence relationship between the critical quality factors and social impact

et al. 2014

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“…Some studies report that training is positively related to operational performance [1,30], inventory management performance [30], employee performance [7,41], innovation performance [30,32], customer results [12,30], market and financial performance [7], and aggregate firm performance [41,42], while others report negative/insignificant results [43]. Based on the literature reviewed, we propose the following hypothesis.…”

Section: 4mentioning

confidence: 99%

“…Process Management. We design processes in our firm to be "mistake-proof " to minimize the changes of errors [24,37,42,61,62,65,67,68,70].…”

Section: A12 Knowledge Managementmentioning

confidence: 99%

“…Furthermore, the TQM index, which was developed by Sadikoglu and Zehir [3], was used as a composite variable of TQM practices. We adopted the items of the questionnaires of Ahire and Ravichandran [58] [65], Tari et al [42], and Zu et al [37] for both the TQM and performance measurements. The items of the questionnaires of Anderson et al [66], De Cerio [67], Flynn et al [68], Fuentes-Fuentes et al [69], Saraph et al [70], and Taveira et al [71] were adopted for the TQM items, and the items of the questionnaires of Benson et al [72], Kannan and Tan [50], and Terziovski et al [53] were used for the performance measurement items.…”

Section: Measurement Instrumentmentioning

confidence: 99%

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The Effects of Total Quality Management Practices on Performance and the Reasons of and the Barriers to TQM Practices in Turkey

Sadikoğlu

Olcay

2014

Advances in Decision Sciences

192

215

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Previous studies reported mixed and ambiguous results of the relationship between TQM practices and performances. This study investigated impacts of TQM practices on various performance measures as well as the reasons and the barriers of the TQM practices of firms in Turkey. We used a cross-sectional survey methodology in this study, and the unit of the sample was at the plant level. The sample was selected from the member firms to Turkish Quality Association and the firms located in the Kocaeli-Gebze Organized Industrial Zone. We obtained 242 usable questionnaires, with a satisfactory response rate of 48.4 percent. We conducted exploratory factor analysis and multiple regression analysis. This study has shown that different TQM practices significantly affect different performance outcomes. Results revealed that primary obstacles that the firms in Turkey face were lack of employee involvement, awareness and commitment of the employees, inappropriate firm structure, and lack of the resources. It is recommended that firms should continue implement TQM with all variables to improve performance. Firms should improve employees' involvement/commitment/awareness to TQM, enhance firm structure, and provide resources to overcome the barriers that prevent effective implementation of TQM practices.

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“…To analyse this phenomenon, our study seeks to identify the differences between ISO 9001:2000 certified and non-certified organizations concerning relationships between the strategic variables mentioned above. Such analysis will contribute further evidence to strengthen the study by Tarí, Molina, and Castejon (2007), which was not able to include noncertified firms in their study of the relationship between quality management practices and the quality outcomes.…”

Section: Introductionmentioning

confidence: 99%

The relationship between exploration and exploitation strategies, manufacturing flexibility and organizational learning: An empirical comparison between Non-ISO and ISO certified firms

Tamayo-Torres

Gutiérrez

Moreno

2014

European Journal of Operational Research

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The markets in which organizations currently operate require them to use behaviour based on both exploitation strategy and exploration strategy, each of which contributes fundamental benefits for the firm's success. Exploitation strategy attempts to obtain the maximum advantage from existing abilities, whereas exploration strategy searches for new ways for the organization to adapt. Further, since manufacturing markets are characterized by short product life, they require a high level of manufacturing flexibility, which can play a crucial role in the development of the exploitation and exploration strategies. This study analyses the relationship of manufacturing flexibility to exploitation and exploration strategies, taking into account an issue of maximum international scope: the implementation of ISO standards. In many international markets, ISO implementation is crucial in enabling organizations to be competitive. However, no consensus has been reached concerning the real benefits that these systems provide to the organizations that implement them. The main goal of our study is to analyse whether there are significant differences in the relationship of manufacturing flexibility to exploitation and exploration strategies in ISO 9001:2000 certified organizations and non-certified organizations. Our results show that most of the relationships analysed are only significant in ISO certified organizations. As an added value, the study analyses the relationship of exploitation and exploration strategies to organizational learning orientation and finds this relationship to be significant in all cases.

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The relationship between quality management practices and their effects on quality outcomes

Cited by 211 publications

References 73 publications

Dependence relationship between the critical quality factors and social impact

Dependence relationship between the critical quality factors and social impact

The Effects of Total Quality Management Practices on Performance and the Reasons of and the Barriers to TQM Practices in Turkey

The relationship between exploration and exploitation strategies, manufacturing flexibility and organizational learning: An empirical comparison between Non-ISO and ISO certified firms

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