Total Quality Management in the small business environment

Haksever, Cengiz

doi:10.1016/s0007-6813(96)90021-x

Cited by 86 publications

(68 citation statements)

References 2 publications

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“…a firm with 450 employees and US$17m in revenues) and truly small firms (e.g. a firm with 7 employees and $540,000 in sales) (Haksever, 1996;Ibrahim et al, 2004;Sawyerr et al, 2003). Thus, the literature was examined to glean other definitions of 'small' business.…”

Section: Small and Medium-sized Enterprisesmentioning

confidence: 99%

Succession Planning in SMEs

Motwani

Levenburg

Schwarz

et al. 2006

International Small Business Journal: Researching Entrepreneurs

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This study reports the results from a survey of 368 family-owned small to medium size enterprises (SMEs) with regard to the importance, nature, and extent of succession planning. By categorizing SMEs according to their annual revenues, total number of employees, and number of family members employed within the firm, significant differences were found between larger and smaller firms. Consistent with extant literature, the findings reveal that most family members join the firm for altruistic reasons. Issues related to family relationships were rated as significantly more important in firms in which more family members were employed within the firm. Moreover, for firms with less than US$1m in revenues, a high priority is placed on selecting a successor who possesses strong sales and marketing skills. The findings show that regardless of their size, it is important for family-owned businesses to develop a formal plan for succession, communicate the identity of the successor, and provide training/mentoring to the incumbent CEO.

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Section: Small and Medium-sized Enterprisesmentioning

confidence: 99%

Succession Planning in SMEs

Motwani

Levenburg

Schwarz

et al. 2006

International Small Business Journal: Researching Entrepreneurs

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“…This is not surprising given the diþ erences between SMEs and large organizations. SMEs diþ er from large organizations in management style, structure, decision-making process, availabilit y and utilization of resources and negotiating power (Haksever, 1996;Welsh & White, 1981). These diþ erences are likely to in¯uence the relevance, planning and implementation of TQM principles and procedures.…”

Section: Importance Of Tqm For Smesmentioning

confidence: 99%

“…However, the classi® cation based on the number of employees is most commonly used in management research (Ghobandian & Gallear, 1996;Haksever, 1996;Terziovski et al, 1997). In this study, we utilized the Australian Bureau of Statistics (ABS) classi® cation of number of employees, which categorizes business into three groups: small (1± 49 employees); medium (50± 99 employees); and large (100 or more employees).…”

Section: Importance Of Smes In Western Australiamentioning

confidence: 99%

Total quality management practices and business outcome: Evidence from small and medium enterprises in Western Australia

Rahman¹

2001

Total Quality Management

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“…This literature review is in chronological order, pointing out in chronological order the main concepts and contributions of each researched study. Hakserver (1996) broadly presents possibilities, potentials and problems that the implementation of Total Quality Management (TQM) can provide to American small enterprises. Of this study, the authors of this article have relied mainly on information correlated to motivation, empowerment, team building and recognition of contributors as key element for successes of small business.…”

Section: State Of the Art: Related Work Presented In This Articlementioning

confidence: 99%

Difficulties Experienced during Implementation of an Adapted Quality Management System in Incubated Companies

Anholon¹,

Zoqui²,

Pinto³

et al. 2015

BMR

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The purpose of this paper is presents a study to find out the main difficulties experienced by nine micro and small enterprises throughout the implementation of a quality management system adapted to the reality of companies incubated. According to the objective presented, the article used the case study technique applied in nine incubated company, emphasizing the difficulties observed during the implementation of quality management system adapted to their realities. After the implementation, those companies showed significant progress in their management models. However we observed some gaps to conquer better results, such as difficulties in establishing long-term goals; non-financial targets; the idea that employees can't help in the improvement company, among other difficulties reported in this paper. In the literature there are a lot of papers about quality management in micro and small enterprises, but this work stands out for analyze a specific kind of company, micro and small companies incubated. This is the main difference and value.

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Total Quality Management in the small business environment

Cited by 86 publications

References 2 publications

Succession Planning in SMEs

Succession Planning in SMEs

Total quality management practices and business outcome: Evidence from small and medium enterprises in Western Australia

Difficulties Experienced during Implementation of an Adapted Quality Management System in Incubated Companies

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