Which TQM Practices Really Matter: An Empirical Investigation

Exploring quality management practices and high tech firm performance

“…The items relating to performance variables were based on a review of the literature on strategic management, marketing, and operations management (see Appendix A). These performance measures are consistent with the measurement of performance in other QM studies (e.g., Adam et al, 1997;Grandzol & Gershon, 1997;Mohrman, Tenkasi, Lawler, & Ledford, 1995;Powell, 1995;Samson & Terziovski, 1999;Wilson & Collier, 2000).…”

“…Adam et al (1997), Ahire et al (1996), Anderson et al (1995), Crosby (1984), Das et al (2000), Deming (1986Deming ( , 1993, Douglas and Judge (2001), Dow, Samson, and Ford (1999), Easton and Jarrell (1998), Feigenbaum (1982), Garvin (1988), Grandzol and Gershon (1997), Ho, Duffy, and Shih (2001), Juran (1986), Malcolm Baldrige Award (Criteria for Performance Excellence, 2002), Powell (1995); Rungtusanatham et al (1998), Saraph et al (1989), Wilson and Collier (2000) Employee relations Implementation of employee involvement and quality circles. Open employee participation in quality decisions.…”

“…The eleven participants were similar to the (Saraph et al, 1989, p. 818). Adam et al (1997), Ahire et al (1996), Anderson, Rungtusanatham, Schroeder, and Devaraj (1995), Black and Porter (1996), Crosby (1984), Deming (1986), Douglas and Judge (2001), Feigenbaum (1982), Flynn, Schroeder, and Sakakibara (1994), Garvin (1988), Grandzol and Gershon (1997), Juran (1986), Malcolm Baldrige Award (Criteria for Performance Excellence, 2002), Powell (1995), Rungtusanatham, Forza, Filippini, and Anderson (1998), Samson and Terziovski (1999), Saraph et al (1989), Wilson and Collier (2000) Training…”

“…Black and Porter (1996), Das et al (2000), Deming (1986Deming ( , 1993, Douglas and Judge (2001), Dow et al (1999), Easton and Jarrell (1998), Feigenbaum (1982), Flynn et al (1994), Forza and Filippini (1998), Garvin (1988), Grandzol and Gershon (1997), Malcolm Baldrige Award (Criteria for Performance Excellence, 2002), Mohrman et al (1995), Powell (1995), Samson and Terziovski (1999), Wilson and Collier (2000) …”

The Effects of Total Quality Management Practices on Performance and the Reasons of and the Barriers to TQM Practices in Turkey

“…When customer expectations are met, their satisfaction will be increased, and the firm's sales and the market share will increase. Previous studies have found that customer focus positively affects operational performance [28][29][30][31][51][52][53], inventory management performance [30], employee performance [29,31,51], innovation performance [30,32,40], customer satisfaction/results [30,38,51,52], sales [51], and aggregate firm performance [40,54]. Based on the literature reviewed, we suggest the following hypothesis.…”