TQM and brand-building by Chinese original brand manufacturers: impact on business performance

Examining process management via the lens of exploitation and exploration: Reconceptualization and scale development

“…We affirmatively answer this question after theoretically reconceptualizing and empirically validating that process management should also explore new processes to cope with the internal and external needs of organizations (Benner and Tushman, 2003;Sutcliffe et al, 2000). This finding echoes the view that operations management activities should adapt to the environment, and that doing so is critical to a firm's survival and sustainability (e.g., Dess and Davis, 1984;Miller and Roth, 1994;Ng et al, 2014). Whereas a focus on process exploitation may lead to the attenuation of environmental scanning such that organizations may become selfcomplacent, the inclusion of process exploration in process management triggers organizations to keep scanning the environment such that a sense of crisis can be fostered (cf., Cousins et al, 2011;Daft et al, 1988).…”

“…An EFA is conducted for initial item analysis and can reduce the number of items before conducting CFA to confirm a scale's hypothesized structure (Netemeyer et al, 2003). Previous studies have adopted the approach to develop their scales (e.g., Lastovicka et al, 1999;Ng et al, 2014). We then randomly and proportionately split the study sample of 330 manufacturing plants to form two sub-samples: a calibration sub-sample of 100 manufacturing plants and a validation subsample of 230 manufacturing plants.…”

Measuring critical success factors of TQM implementation successfully – a systematic literature review

“…Only an effective TQM process systematically produces products with superior quality (Ng et al 2014). In a competitive market, the resulting superior product quality determines the success and failure of a company (Demirbag et al 2006).…”

Examining top management commitment to TQM diffusion using institutional and upper echelon theories

“…TQM represents an overarching corporate focus toward meeting customer expectations and reducing costs resulting from poor quality by integrating quality management systems and processes with corporate culture (Berry, 1991;Handfield et al 1999;Yusof and Aspinwall, 2000). Although there are numerous TQM success stories (Mohanty and Lakhe, 1998;Taylor and Wright, 2003;Jayaram et al 2010;Zatzick et al 2012;Hietschold et al 2014;Ng et al 2014; Valmohammadi and Roshanzamir, 2015;Donauer et al 2015), there are some sceptics who continuously question the role and impact of TQM (Corredor and Goni, 2011;García -Bernal and García-Casarejos, 2016). Indeed, failures of TQM implementation have been widely reported (see, Powell, 1995;Beer, 2003;Jun et al 2004), and are largely attributed to inconsistent operationalization of TQM across different contexts (see, Spencer, 1994;Sousa and Voss, 2002;Bou-Llusar et al 2009), non-participative assumptions (Korunka et al 2003;Ng et al 2015), and a failure to consider soft dimensions of TQM use and diffusion (Calvo-Mora et al 2013Dubey and Gunasekaran, 2015;Zeng et al 2015).…”