The structural impact of total quality management on financial performance relative to competitors through customer satisfaction: A study of Malaysian manufacturing companies

Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: An empirical study

“…Other studies reported a significant positive relationship between customer satisfaction and revenues (e.g., Zeithaml et al, 1996;Rucci et al, 1998) and profitability (e.g., Anderson et al, 1994b;Hallowell, 1996;Bernhardt et al, 2000). Filiatrault et al (1996) and Agus et al (2000) also found a positive relationship between customer satisfaction and financial results. Therefore we have the following hypothesis.…”

Total quality management, market orientation and hotel performance: The moderating effects of external environmental factors

“…Furthermore, studies have variously reported that TQM and organizational performance are positively related (Demirbag et al, 2006a;Feng et al, 2006), or no effect of TQM on various performance measures (Harari, 1993;Salegna and Fazel, 1995), or that TQM is negatively related with organizational performance (McCabe and Wilkinson, 1998;Yeung and Chan, 1998), which may result from different measures of TQM, ineffective implementation, or a lack of management support, among other reasons (Tarí et al, 2010). However, hotel industry has identified outperformance in TQM-committed hotels (Claver-Cortés et al, 2008;Langer, 1997) and TQM is likely to improve customer satisfaction, and ultimately financial performance (Agus et al, 2000;Claver-Cortés et al, 2008). This study proposes that hotel adoption of TQM may improve hotel performance.…”

Advanced production practices and performance: empirical evidence from Spanish plants

“…Numerous studies can be found in the literature that analyze the implementation of this APP and its effect on both operating/non-financial and financial performance obtained by companies (e.g., Flynn et al, 1995;Agus et al, 2000;Agus, 2005;Cagwin and Barker, 2006;Demirbag et al, 2006;Yeung et al, 2006). Among the main indicators, constructs and scales that have been used to measure the implementation of this APP are: continuous improvement and learning, customer focus, customer involvement, customer satisfaction, feedback, company-wide focus, preventive process control, process emphasis, supplier alliances, supplier quality improvement, top management leadership for quality, TQM-customer link, problem-solving and supplier quality level teams.…”