TQM Components as a Source of Competitive Advantage in a Beverage Organization

Abstract

This study reports on a case study of TQM adoption in searching for answers of why and how organizations adopt such approaches to gain competitive advantages within a Bangladeshi beverage company. It focuses organizational approaches to adopt TQM as a strategic option and the subsequent changes in organizational set-up. Moreover, using the resource-based theory, this study explores what TQM components help achieving competitive advantage. Findings reveal that due to the change in customer requirements in respect to tastes and quality; and increased price pressure led the case organization to adopt TQM. The result shows that the case organization has brought a series of changes in adopting TQM including appointing a consultant; encouraging a culture of continuous learning; developing a mechanism of communicating information; involving top management along with the employees in the improvement process; and emphasizing the use of teams. Following the resource-based view, findings show that the adoption of TQM helped the case organization in identifying its capabilities that facilitated the achievement of competitive advantage. The findings may help other organizations to learn lesson from the case organization through the identification of tacit resources that are generated by a TQM initiative.

Scale development and validation of total quality and socially responsible management (TQSR-M) framework: dual competitive strategy for management

“…The concept of TQM is perceived as a comprehensive management philosophy that emphasizes continuous improvement to provide more customer value (Kaynak, 2003;Wang et al, 2012) and maximize shareholder wealth (Ahmed and Ferdousi, 2020;Patyal and Koilakuntla, 2017;Ghobadian et al, 2007). For example, TQM provides high-quality product/services at competitive prices, quality-related customer complaints and communication are more important factors for customers' satisfaction (Nazar et al, 2020;Garcı ´a-Bernal and Ramı ´rez-Ales on, 2015).…”

Aligning operational practices to competitive strategies to enhance the performance of Indian manufacturing firms

“…In brief, the RBVF attempts to explain firm sustainable competitive advantage as stemming from firm resources that are rare, valuable, hard or impossible to imitate or duplicate and hard to substitute (Bromiley and Rau, 2016; Camanzi and Giu, 2020). Competitive advantage can be achieved through operational practices such as lean (Hallam et al , 2018), TQM (Wilson and Campbell, 2018; Ahmed and Ferdousi, 2020), SCM (Wu et al , 2017) and innovation through product and processes (Terziovski, 2010; Coccia, 2017), among others. It is through these perspectives of RBVF that the current inquiry is directed.…”