The role of socio‐cultural, political‐legal, economic, and educational dimensions in quality management

Abstract

Quality management practices have recently flourished across the globe. In this research we review and integrate the literature by identifying and organizing significant research findings, and develop a conceptual model of the relationships between international environmental conditions (e.g. socio‐cultural, political‐legal, economic, and educational factors) and dimensions of quality management (e.g. strategic quality planning, customer focus and satisfaction, human resource development and management, information and analysis, management of process quality, and quality and operational results). The model developed here helps us move beyond examining the differences in quality practices across countries to an understanding of why such differences occur, and helps practitioners gain a better perspective on how quality management techniques can be adopted in different regions around the world.

Environment-quality management coalignment across industrial contexts: An empirical investigation of performance implications

“…Relevant environmental variables include organizational uncertainty (Reed et al, 1996); dynamism, munificence and complexity (Fuentes-Fuentes, Albacete-Sáez, & Lloréns-Montes, 2004); and international competition (Das et al, 2000;Handfield, Ghosh, & Fawcett, 1998). Likewise, the QM literature has given little treatment to the possible influence of the sector's structural characteristics on the results of firms that have implemented QM (Prasad & Tata, 2003). The study by Benson, Saraph, and Schroeder (1991) is one of the first to consider the effects of a set of contextual variables on quality management.…”

Important TQM Implementation Contributors in Pakistani Petrochemical Sector

“…Dale has also same thinking for senior management that they are the key initiators of Quality revolution which is termed as second industrial revolution by Kanji. For TQM, the employee and leadership participation is most determinant concepts (Prasad et al 2003). In petroleum sector motivation level and organization citizenship is fluctuating among the employees of different companies.…”

Understanding the Lean Enterprise

“…In addition, economic conditions such as high turnover can affect the diffusion of internally related as well as externally related lean practices by causing loss of transferred knowledge, which can even threatening the sustainability of a project (e.g., Mefford and Bruun 1998;Wallace 2004;Hofer et al 2011). According to Prasad and Tata (2003), it is crucial to provide a thorough understanding of the various socio-cultural, politicallegal, economic, and educational factors that can affect internationalisation of best practices so as to define how effectively manage and take advantage of the unique conditions of each country.…”

“…A first important step towards integrating studies on internationalisation of lean manufacturing was done by Prasad and Tata (2003). However, they failed in providing a comprehensive view of the phenomenon since their focus was specifically directed towards a sub-bundle of lean practices (i.e., customer focus and satisfaction, strategic quality planning, human resource development and management, information and analysis, management of process quality).…”