TQM and environmental uncertainty levels: profiles, fit, and firm performance

The extent of EFQM effectiveness in routine and non-routine organizations based on multivariate techniques: an empirical study

“…Dubey (2016) presented an agile business excellence model for organizational sustainability and believed that despite the studies conducted during the last 15 years, there is a serious shortcoming associated with examining the effect of fast changing environment. Furthermore, researchers such as Stephen et al (Ng et al 2015) and Pederson (Rahbek Gjerdrum Pedersen and Sudzina 2012) agree with Enquist et al and Dubey. Stephen et al states that, ''although the effects of environmental uncertainty on the implementation of total quality management (TQM) models has been indirectly argued for years, there is insufficient theoretical and empirical evidence for this argument'' (Ng et al 2015).…”

“…Furthermore, researchers such as Stephen et al (Ng et al 2015) and Pederson (Rahbek Gjerdrum Pedersen and Sudzina 2012) agree with Enquist et al and Dubey. Stephen et al states that, ''although the effects of environmental uncertainty on the implementation of total quality management (TQM) models has been indirectly argued for years, there is insufficient theoretical and empirical evidence for this argument'' (Ng et al 2015). In addition, the literature reviews conducted by La Rotta and Pérez Rave (2016) and Doeleman et al (2014) show that there are few studies in this area and they recommend performing such studies in different countries and with different samples to generalize the research findings.…”

“…As Stephen et al believe, insufficient theoretical and empirical evidence associated with effectiveness of TQM and BEMs in organizations with unpredictable and high level of uncertainty, is observed (Ng et al 2015). Hence, for distinction between the results of BEMs in non-routine organizations (with high uncertainty) and those of routine organizations (with low uncertainty), especially for INQA participants, the following hypothesis is stated:…”

“…In addition, in the studies in the fields of TQM and BEMs, the effects of environmental uncertainty and complexity are less investigated (Ng et al 2015). As Stephen et al believe, insufficient theoretical and empirical evidence associated with effectiveness of TQM and BEMs in organizations with unpredictable and high level of uncertainty, is observed (Ng et al 2015).…”

“…They also believe that more research is required to investigate the impact of issues such as organizational contexts and cultures thoroughly. Many researchers believe that more studies should be conducted on the effect of environmental changes on BEMs (Enquist et al 2015;Dubey 2016;Ng et al 2015; Rahbek Gjerdrum Pedersen and Sudzina 2012). Enquist et al (2015) mentioned a transcendence phenomenon, namely ''Push vs.…”