Total quality management practices and organizational performance: the mediating roles of strategies for continuous improvement

Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

“…To begin with, as hypothesis (H1) indicates that there is a significant positive relationship between QMS-Top Management practices and organizational effectiveness. This finding is consistent with the results by Ahire and O'Shaughnessy [54], Saleh and Sweis [87], Jimoh et al [14] and Abbas [13]. QMS is inherently integrative and a strategic level priority.…”

“…Hypothesis (H4) shows that QMS-Core Practices have a significant and positive impact on organizational effectiveness. This result is in conjunction with the outcomes of many other studies where QMS is either considered as a first order construct [9,10,35,36,11], or a multidimensional second order construct [12,13,14,33,34,4,15] while establishing its relationship with organizational effectiveness. Hypothesis (H5) indicates that QMS-Core practices have a partial mediating effect on the relationship between QMS-Top Management practices and organizational effectiveness.…”

“…However, the nature of analytical frameworks developed to probe the relationship between QMS and performance varies among the measurement studies. More recently, researchers such as Augustyn et al [12], Abbas [13], Jimoh et al [14], Sila [33], Shafiq et al [34], and O'Neill et al [4] have operationalized QMS as a 'Multidimensional Second Order Construct' to analyse the relationship between QMS and organizational effectiveness, while other researchers Busu [9], Androwis et al [10], Ahmad et al [35] and Wokabi [36] have tested the effect of QMS on organizational effectiveness using a 'First Order Construct' consisting of several factors representing groups of QM practices. Some authors have also classified QMS practices into distinct groups e.g.…”

“…Different frameworks of QMS [1,2,3,4,5] and HPWS [6,7,8] have been developed in the past to investigate their link with organizational effectiveness. In most of the QMS related studies, while analysing the relationship between QMS and organizational performance: (1) QMS has either been operationalized as a single construct [9,10,11] etc., or a multidimensional construct [12,13,14,15] (2) the mutual relationship of quality management common practices and their impact on quality related outcomes have been focused [1,2]. However, within the QMS, there is shortage of empirical evidence about the relationship between QMSTop Management practices and QMSCore practices, when both are operationalized as separate multidimensional constructs.…”

Reduction of defects in the lapping process of the silicon wafer manufacturing: the Six Sigma application

“…Despite its influential and successful reputation, many publica-tions have documented unsuccessful implementation stories of the TQM concept in the manufacturing industry (e.g., Brown et al, 1994;Eskildson, 1994;Cao et al, 2000;Nwabueze, 2001). Based on the evidence from independent publications by consulting firms, it can be argued that two-thirds of TQM implementation efforts failed to produce any significant improvements in the overall quality of the product, financial gains or the company's competitive situation in the industry (Jimoh et al, 2018). This is partly due to the ever-changing and evolving definitions of TQM, which can mean different things to different people, making its implementation insufficiently consistent and reliable (Andersson et al, 2006;Boaden, 1997;Talapatra, Uddin & Rahman, 2018).…”