TQM and business success

Abstract

Prior studies by Salaheldin (2009) and Talib et al. (2011) have assessed the relationships between TQM critical success factors (CSF) and business results. This study builds upon this research by considering the relationships between these CSFs and their sequencing during the implementation of TQM. Furthermore, the influence exerted by the maturity of TQM implementation on the link between instrumental drivers and performance is explored. Design/methodology/approach The TQM drivers are clustered by means of three constructs: strategic enablers, tactical drivers and instrumental drivers and a model employed in which the strategic and tactical factors are treated as antecedents of the instrumental drivers. The direct effect of each cluster on business results and the indirect relationship of strategic and tactical factors via the mediating role of the instrumental drivers are assessed. These assessments use the Partial Least Squares (PLS) approach which is a variance-based Structural Equation Modeling technique using a sample of 113 Spanish organizations with experience of implementing a TQM program. Findings The findings confirm the existing relationships among the CSFs and business performance identified by studies Salaheldin (2009) and Talib et al. (2011). However, our results reveal that instrumental drivers possess the highest variance explanation power over business performance outcomes and it is possible to identify a CSF implementation sequence that generates the greatest impact on business performance. Furthermore, the study was inconclusive with regard to the influence exerted by the number of years of TQM implementation on the link between the instrumental drivers and performance. Originality/value The results suggest the need to consider whether all the CSFs are equally relevant on the basis of their contribution to business success. For example, strategic enablers are generally considered to be of primary importance with tactical and instrumental drivers assuming a secondary position. Our study challenges this view and highlights the role of instrumental drivers over strategic and tactical factors with the clear implication that managers should focus strongly on daily implementation tasks such as benchmarking, zero-defects mentality and continuous improvement processes in order to achieve good business performance outcomes.

Prioritizing the barriers of TQM implementation from the perspective of garment sector in developing countries

“…This situation will ultimately hamper TQM implementation program in this sector. Several researchers also support this funding (Baidoun et al , 2018; Carnerud, 2018; Nasim, 2018; Kumar and Sharma, 2017; Rasid and Taibb, 2016; Carmona-Márquez et al , 2016; Dubey, 2015). The fifth important barrier is lack of sufficient physical resources.…”

“…Second, previous research scholars have argued that, TQM philosophy always emphasis on changes that take place within an organization (Carnerud, 2018; Veltmeyer and Mohamed, 2017; Yusr, Mokhtar et al , 2017; Carmona-Márquez et al , 2016). An extensive analysis of theories regarding organizational change has helped us to identify various changes that eventually take place within the organization from various angles (such as change in organizational structure, procedure, culture, and operational performance of workforce).…”

“…The subsequent paragraph will describe the justification of this grouping. TQM philosophy always emphasizes on bringing overall change within an organization (Dubey et al , 2018; Veltmeyer and Mohamed, 2017; Yusr et al , 2017; Carmona-Márquez et al , 2016). Many researchers have therefore investigated the TQM barriers on the basis of broader aspect of organizational change (Baidoun et al , 2018; Aamer et al , 2017).…”

Continuous improvement enablers: Defining a new construct

“…As Taherimashhadi and Ribas (2018) and Bounabri et al (2018) highlighted, managers sometimes expect short-term success and this is not compatible with the process needed to adapt the company culture in order to assure a sustainable change. Therefore, not only are managers responsible for giving CI the importance it deserves as a long-term strategy (Carmona-Márquez, Leal-Millán, Vázquez-Sánchez, Leal-Rodríguez & Eldridge, 2016), they should also allocate time and human resources to this initiative.…”

Top management role in improving the state of QMS under the influence of employee's involvement: Best practice from the food processing industry

“…These three factors, together with process management, supplier management, quality information management, are the most significant determinants of the state of the QMS (Carmona-Márquez, Leal-Millán, Vásquez-Sánchez, Leal-Rodrígez & Eldridge, 2016;Ooi, 2012;Lewis, Pun & Lalla, 2006;Koh & Low, 2010;Zu, 2009;Psomas & Fotopoulos, 2009;Sisnuhadi, 2014;).…”