TQM and hospitals' performance: a conceptual paper

Nasution, Fahmi Natigor; Erlina, N.A.; Absah, Yeni; Rujiman, N.A.

doi:10.1504/ijbpim.2021.124052

Cited by 3 publications

(12 citation statements)

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“…(2011) and Ong and Tan (2022). The effect of management leadership and strategic quality management on operational performance was also significant, which were in line with prior findings of Nasution and Absah (2022), Purbowo and Waluyowati (2022), Uluskan et al. (2016) and Abbas and Kumari (2021) respectively.…”

Section: Discussionsupporting

confidence: 88%

“…This supports the thinking that a firm's knowledge management activities, such as the provision of timely performance data, enhances the firm's operational performance outcomes and is also coherent with the findings of Abbas and Kumari (2021), Reid et al (2011) and Ong and Tan (2022). The effect of management leadership and strategic quality management on operational performance was also significant, which were in line with prior findings of Nasution and Absah (2022), Purbowo and Waluyowati (2022), Uluskan et al (2016) and Abbas and Kumari (2021) respectively. Finally, the study found a significant relationship between training and operational performance.…”

Section: Discussionsupporting

confidence: 88%

“…Management plays a crucial role, and it is nearly impossible to improve operational performance without a well-trained workforce. Management provides the resources necessary to train employees to adopt new principles and tools as well as create a work environment conducive to employee involvement in the change process (Abbas and Kumari, 2021;Nasution and Absah, 2022). Top management needs to ensure that essential resources for quality-related training are available (Ho et al, 1999;Faeq et al, 2021).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…Internal process management is described as "the degree to which a firm possesses the following: standardised and clear process directives for internal processes, processes under statistical quality control, low set-up times for equipment, and a shop floor layout that facilitates low inventories and fast throughput" (Prajogo et al, 2018). Process management is vital in enhancing the efficiency, effectiveness, and flexibility of operations, as well as the quality of the final product, and this has been recognised in the literature (Chiarini and Vagnoni, 2015;Nasution and Absah, 2022). Firms that engage in this coordination with external stakeholders can improve their operational performance through production quality, which leads to improved product quality and improvements in other competing priorities, such as reduced costs (Purbowo and Waluyowati, 2022;Abbas and Kumari, 2021;Faeq et al, 2021).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…, 2018). Process management is vital in enhancing the efficiency, effectiveness, and flexibility of operations, as well as the quality of the final product, and this has been recognised in the literature (Chiarini and Vagnoni, 2015; Nasution and Absah, 2022). Firms that engage in this coordination with external stakeholders can improve their operational performance through production quality, which leads to improved product quality and improvements in other competing priorities, such as reduced costs (Purbowo and Waluyowati, 2022; Abbas and Kumari, 2021; Faeq et al.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

See 4 more Smart Citations

How to invest in total quality management practices for enhanced operational performance: findings from PLS-SEM and fsQCA

Acquah

Quaicoe

Arhin

2022

TQM

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PurposeConsumer expectations of quality have grown in recent years, forcing organisations, both service and manufacturing, to adopt total quality management (TQM) principles to satisfy customer demands efficiently. However, previous studies on the performance impacts of total quality management practices have mainly focused on the financial performance of firms in the manufacturing sector. This study focusses on the research questions: (1) What is the effect of TQM practices on operational performance? and (2) How do TQM practices combine to influence the operational performance of healthcare facilities?Design/methodology/approachUsing a sample of 154 health facilities (i.e. private hospitals, pharmacies, maternity clinics, and diagnostic centres), the authors applied symmetric (PLS-SEM) and asymmetric (fsQCA) data analysis approaches to examine how TQM practices influence the operational performance of health facilities in the Ashanti Region of Ghana.FindingsThe PLS-SEM results revealed that five out of the seven TQM practices investigated influenced operational performance. However, the fsQCA results identify five different complex combinations of TQM practices that lead to operational performance.Research limitations/implicationsLongitudinal studies can be conducted in the future to assess changes in the variables over time. A control variable, such as firm size, should be considered to assess the level of implementation of TQM practices based on firm size. A different performance measure, for instance, sustainability indicators or the balance score card, could be used to examine performance.Practical implicationsA proper and coordinated integration of the TQM practices is required for firms to be able to achieve operational performance. TQM practices vary in their sufficiency for operational outcomes; therefore, management needs to carefully consider their implementation as part of the organisation's strategy.Originality/valueThis research, by focussing on TQM practices from both symmetrical and asymmetrical perspectives, contributes to the understanding of the literature on TQM, thereby providing actionable insight on how to invest in the various TQM practices for improved operational performance.

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Section: Discussionsupporting

confidence: 88%

Section: Discussionsupporting

confidence: 88%

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Section: Literature Review and Hypothesesmentioning

confidence: 99%

See 3 more Smart Citations

How to invest in total quality management practices for enhanced operational performance: findings from PLS-SEM and fsQCA

Acquah

Quaicoe

Arhin

2022

TQM

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Investigating the performance of quality management practices induced by top management commitment and Kaizen initiatives: evidence from Jordanian public hospitals in the aftermath of COVID-19

Alsmairat

Baz

Al-Ma’aitah

2023

IJQRM

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PurposeThis study investigates the effects of top management commitment (TMC) and Kaizen on quality management practices (QMP) and how the latter influence the performance of Jordanian public hospitals in the aftermath of COVID-19.Design/methodology/approachA survey-based questionnaire was employed to collect data from 222 practitioners and professionals working in public hospitals in Jordan. Partial least squares structural equation modeling (PLS-SEM) was undertaken to analyze data.FindingsSignificant and positive effects of TMC and Kaizen (continuous improvement) on QMP are highlighted by the results. The findings also show that QMP has a positive and significant impact on public hospitals' performance. Furthermore, the effects of TMC and Kaizen on performance were also found to be significant.Research limitations/implicationsPractitioners and researchers will gain a greater understanding of how implementing QMP can enhance the performance of public hospitals in the context of the COVID-19 outbreak. The results underline the important role of Kaizen and TMC in the success of QMP and their effect on performance. This research is a cross-sectional study, and there is a need to conduct further empirical investigation based on secondary data or objective measurement of performance.Originality/valueThis research is one of the first studies to investigate the effects of QMP on public hospitals' performance following the COVID-19 outbreak. This study is one of the empirical examinations of QMP and Kaizen in developing countries by investigating Jordanian public hospitals.

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Management with Chinese Characteristics: at the intersection of culture and institutions

Koczkás

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With the rapid development of the Chinese economy, the proliferation of Chinese companies worldwide, and the increased presence of Chinese business schools in the international academic discourse, the research on Chinese organizations became a major research stream in international journals. A significant proportion of empirical research in the academic discourse on organizational issues stems from the People’s Republic of China, while the uniqueness of the external environment the country poses for its organizations still means a challenge in the generalization of these research results. According to the traditional approach to Chinese management, Chinese culture, especially the Confucian influence is a major determinant and explanatory variable behind the differences of Western and Chinese organizations. This dissertation aims to discover the influence of the Confucian ideology, other factors of the external environment, and the most relevant external and internal factors in Chinese management today. 1. Confucianism has many principles and values which could have an implication on modern managerial practices, such as the importance of moral force and rituals, the importance of loyalty or a harmonious society. However, the actual influence of Confucian ideology is more of a historical heritage for Chinese managers than actual influencing factor behind their practices. Chinese managers are proud of their heritage which gives them a sense of belonging, but their practices don’t follow Confucian principles more than the practices of non-Chinese managers do. Moreover, the empirical research results are highly influenced by the operationalization of Confucianism, for which there are countless different approaches – the ancient ideology and its many variations are a difficult concept to translate for management research. 2. It is important to note, that in the recent academic discourse, Confucian ideology is not a significant factor anymore. The external environment overall does not receive as much scholarly attention in recent empirical studies as it does in conceptual approaches about Chinese management. The most relevant external factor in Chinese management research is the political environment, and organizations’ relationship with political bodies and individuals. 3. The most relevant internal factors studied in relation with external environment are the strategic focus of the firm, leadership and ownership attributes, motivational, interpersonal and other human resource related factors. This suggests that even though the traditional approach seems to support a cultural (and Confucian) influence in the workings of Chinese organizations, this is not a relevant issue anymore for the researchers and practitioners of the field. If we wish to make a comparison between the management practices of China and another country or region, it seems best to narrow the focus of the research to a more specific area of management, since the attempts to find an overarching explanatory variable behind the uniqueness of Chinese phenomena runs the risk of inaccurate oversimplifications.

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TQM and hospitals' performance: a conceptual paper

Cited by 3 publications

References 0 publications

How to invest in total quality management practices for enhanced operational performance: findings from PLS-SEM and fsQCA

How to invest in total quality management practices for enhanced operational performance: findings from PLS-SEM and fsQCA

Investigating the performance of quality management practices induced by top management commitment and Kaizen initiatives: evidence from Jordanian public hospitals in the aftermath of COVID-19

Management with Chinese Characteristics: at the intersection of culture and institutions

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