TQM as a management strategy for the next millennia

Mehra, Satish; Hoffman, Joyce M.; Sirias, Danilo

doi:10.1108/01443570110390534

Cited by 130 publications

(119 citation statements)

References 14 publications

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“…Since then, however, TQM evolved from a predominantly narrow and mechanistic approach (Hermel, 1997, cited in McAdam, 2000, with quality being essentially regarded as a technical and production matter, to a more subjective and social approach, which considers TQM as a comprehensive management philosophy, embracing all the aspects of the organisation and involving its entire workforce, as well as its customers and suppliers (Dale et al, 1997;Mehra et al, 2001).…”

Section: Total Quality Management: Definition and Key Principlesmentioning

confidence: 99%

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Are TQM principles supporting innovation in the Portuguese footwear industry?

2008

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The relationship between total quality management (TQM) and innovation is complex. Literature suggests that conflicting arguments exist and that the impact of TQM on innovation depends both on the specific quality management elements under consideration and on the type of innovation. In this research, our goal is to analyse at what extent the introduction of TQM is indeed supporting innovation in the Portuguese footwear industry. Since this is a mature industry, whose traditional competitive base is disappearing and where familiar to medium units dominate, our emphasis is on the study of the organisational requirements to adopt constant changes in process technology. This study is based on empirical data collected from a set of firms by means of a survey instrument, especially developed with this purpose, after an extended contact with the industry where case studies and interviews were conducted with carefully selected organisations and sector experts. Findings give support to the view that in fact TQM principles have a positive association with the adoption of technological innovation. Yet, both the prevalence of features of the mechanistic model and the lack of maturity of most initiatives in the Portuguese footwear firms restrains the role of TQM in supporting innovation. r

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Section: Total Quality Management: Definition and Key Principlesmentioning

confidence: 99%

“…TQM is, by definition, a customer-oriented philosophy (Mehra et al, 2001). Delight the customer involves, first of all, identifying who the customers are.…”

Section: Customer Focusmentioning

confidence: 99%

Are TQM principles supporting innovation in the Portuguese footwear industry?

2008

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“…Reference [1] shows that "strategic management represents the concept of how to utilize the resources of the organization in the most efficient way possible, with the variable environment as a reference point". In the process of strategic decision-making many factors have their impact including the complexity of the environment, the system of values as well as motivation.…”

Section: Introductionmentioning

confidence: 99%

The Relationship between Total Quality Management (TQM) and Strategic Management

Kantardjieva¹

2015

JOEBM

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Abstract-The increasing globalization of companies forces them to create a planned and integrated approach to sustain successful in global markets, by involving employees and implementing improvement programmes that will maximize productivity and company's performance. The need for improvement is emphasized together with the need to achieve competitive advantage, to focus on company requirements, measure performance and learn from results. Many researchers considered total quality management (TQM) as the leading management philosophy that improves company's position and their performance. Accordingly, it cannot be generalize about the extent to which the implementation of TQM along with related business strategies actually impact organizational performance. The research study presents a discussion of issues related to the complementary approach of TQM and strategic process. In that manner, research study was mainly based on quantitative data conducted to obtain empirical results in order to investigate the relationship between total quality management and strategic management. Understanding of obstacles that hinder the implementation of quality programs can help the organization to focus on future management activities, to maximize productivity and company performance.Index Terms-Total quality management (TQM), strategic process; strategic management, organizational performance.

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“…; as a major part of efficient operations altering from economies of scale to economies of scope) to quality as a strategic factor (i.e. as a major business process to achieve a competitive advantage) (Goldhar and Jelinek, 1983;Mehra et al, 2001). ▪ Transformation from quality as a conformance to specifications (Crosby, 1979), to quality as a fitness for use or purpose.…”

Section: The Emergence Of Qualitymentioning

confidence: 99%

“…In this context, QM is the relevant approach to a continuous improvement process or "The Berger's five types or designs for continuous improvement", total customer satisfaction, total employee involvement, and total competitive benchmarking in industry and market. (Berger, 1997) (Sparks and Legault, 1993) (Mehra et al, 2001) (Reed et al,2000) (Pramuka & Adawyah, 2012) TQM has been significantly contributing to business achievements in term of financial and non-financial results. In addition to that it also has been significantly contributing to all kinds of efforts of production wastereduction at company level.…”

Section: Total Quality Managementmentioning

confidence: 99%

Total quality management (TQM), organizational characteristics and competitive advantage

Yousif

Najm

Al-Ensour

2017

JEFS

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We investigate two issues. The first is to determine the impact of TQM dimensions of a medical care system (quality system, quality leadership, medical and sanitary staff, relationship with patient, relationships with suppliers, and continuous improvement) on the hospital competitive advantage (innovation, competitive benchmarking) in sample Jordanian hospitals. The second is to explore the moderating effect of two basic organizational characteristics: the size and the age of a hospital, on the relationship between TQM dimensions and competitive advantage. Our finding indicates that five TQM dimensions (QS, QL, RP, RS, and CI) have a positive impact on hospital innovation and reputation. This result is compatible with the main findings of many previous field studies. (Prajogo and suhal, 2003;Hung et al., 2010;Abrunhosa and Sa, 2008;Bon and Mustafa, 2013, Silva et al., 2014). This result could be attributed to a continuous improvement of hospital services quality (the sixth of the main dimensions of TQM). Continuous improvement (CI) is synonymous to innovation because both imply changes and modifications to health service. IntroductionHistorically, the interest in productivity and efficiency concepts was precedent to that of the quality concept. Therefore, the progress that was achieved during the past decades concerning production size was much greater than that of the quality field. This fact may be the main reason behind Jouran's statement that he has released in his study published by Harvard Business Review (1992) when he argued that "the 20 th century is the productivity century and the 21 st century is the quality century". Consistent with that it might be rational to add that the last quarter of the 20 th century has witnessed the early interest in quality concept of the manufacturing sector. The 40s of the last century has witness the emergence of service quality concept, while the 80s of that century has witness the appearing of electronic service quality concept.Relying upon the previously mentioned evolution, it might be rational to say that the 21 st century will witness the concern in new patterns of quality at the top of which: the quality of knowledge, intangible assets, human capital and perhaps spiritual assets. The past five decades has testified a radical shifting from interest in quality concept. This was plainly appearing especially during the 80's of the last century when the American and the European companies were badly affected by many dramatic developments in the business environment such as: quality based comprehensive competition, the Japanese quality-based competition success. These developments have seriously sidetracked attention toward new quality perspectives, objectives and improvement relying upon a new strategic vision that replacing the old practices of operational plans. This was plainly confirmed by Jouran when he distinguished between two quality perspectives: "big and little quality". This is simply meant that the interest in quality has been expanded to comprised servi...

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TQM as a management strategy for the next millennia

Cited by 130 publications

References 14 publications

Are TQM principles supporting innovation in the Portuguese footwear industry?

Are TQM principles supporting innovation in the Portuguese footwear industry?

The Relationship between Total Quality Management (TQM) and Strategic Management

Total quality management (TQM), organizational characteristics and competitive advantage

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