TQM Journal

Publisher: Emerald

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ISSN 1754-2731

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    • Voluntary deposit by author of author's pre-print or author's post-print allowed on author's personal website or Institutional repository
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    • Non-commercial
    • Publisher last contacted on 02/04/2013
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Publications in this journal

  • TQM Journal 01/2016; 28(1).

  • TQM Journal 10/2015; 27(6):705-715. DOI:10.1108/TQM-04-2015-0052

  • TQM Journal 10/2015; 27(6):683-690. DOI:10.1108/TQM-06-2015-0078
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    ABSTRACT: Purpose This paper presents the experience and impact of implementing the ISO 9001:2008 Standard at the University of Nairobi, in relation to effectiveness on service delivery, operational performance, automation, implementation challenges and related emerging issues. Design/methodology/approach The paper adopted a case study design approach based on qualitative analysis of internal audit reports, internal surveys and feedback, surveillance audits conducted by the certifying body, and rankings by external bodies, over a period of seven years. Findings Significant achievements have been realized with regard to institutionalization of quality into the university processes, work environment, documentation and record management, customer satisfaction, infrastructure and facilities, use of ICT as a prime mover of performance improvement, and ranking of the university. Opportunities for Improvement as well as critical success factors are presented. Practical implications The paper reports successes that may encourage other institutions of higher learning that are not certified to implement quality management systems according to ISO 9001 Standard by focusing on specific factors. Originality/value This paper shows how an ISO 9001 certified Quality Management System can improve internal institutional practices and avoid frequently experienced drawbacks.
    TQM Journal 10/2015; 27(6). DOI:10.1108/TQM-04-2015-0053

  • TQM Journal 10/2015; 27(6):716-731. DOI:10.1108/TQM-06-2015-0080

  • TQM Journal 10/2015; 27(6):741-751. DOI:10.1108/TQM-06-2015-0090
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    ABSTRACT: Purpose Savings and Credit Cooperatives (SACCOs) in developing countries require core banking Management Information Systems (MISs) to run their business, serve their clients, and provide differentiated products and services to gain competitive advantage. Considering that SACCOs in Kenya lack the necessary resources to acquire the best information systems, this research sought to evaluate MISs currently in use in the SACCO subsector to determine how well they are serving. Design/methodology/approach Using the ISO/IEC 25010 Software Product Quality Model, the quality of MISs operated by 215 Deposit-Taking SACCOs in the Kenya was evaluated to determine their level of performance. Findings The results indicated that the MISs currently in use by the SACCOs serve them well in terms of functionality, efficiency, reliability, ease of use and portability. However, vendor support, technical training and implementation process are a big concern to the SACCOs. Practical implications The SACCOs in Kenya need not look for other MISs as the ones in use satisfied the condition required by the ISO/IEC 25010 Software Product Quality Model. The areas that require attention are vendor support services by entering into contracts technical training and Service Level Agreement; and good project management in software implementation. Originality/value The research addresses itself to one of the biggest setbacks faced by a fast growing subsector in adopting ICT with limited capacity and infrastructure.
    TQM Journal 10/2015; 27(6). DOI:10.1108/TQM-05-2015-0065
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    ABSTRACT: Purpose: Implementing quality programmes faces challenges and are not able to yield the needed results. The purpose of this paper is to examine the extent to which three key variables referred to as employee development, empowerment and participation (EDEP) determine the success of a quality programme of printing firms in Ghana. Design/methodology/approach: The study is purely quantitative and data were collected from a cross-sectional survey of workers from printing firms in Ghana. The questionnaire instrument assesses the practices of the firms on development, empowerment and participation of employees. Descriptive, correlation and multiple regression analyses were performed to ascertain the contribution and relationship of the variables to quality achievement. Findings: EDEP is directly and significantly related to print quality achievement. Among the three variables, participation has the greatest effect and contributes significantly to quality achievement. This is followed by empowerment, which has moderate effect on successful quality programme. Research limitations/implications: The study was unable to evaluate entire Total Quality Management dimensions. More extended research, preferably longitudinal study, is needed to establish how EDEP affect quality achievement in organisations. Practical implications: Achieving quality printing depends on the level of attention to EDEP. The study suggests that when employees participate fully in quality drive and self-manage their actions and duties, high-quality printing can be assured. Social implications: The study provides useful information on factors that have been overlooked or given less attention, yet affect quality programmes of the firms. Originality/value: The study empirically measure critical success factors of a quality in the printing firms.
    TQM Journal 10/2015; 27(6):691-704. DOI:10.1108/TQM-05-2015-0068

  • TQM Journal 10/2015; 27(6):732-740. DOI:10.1108/TQM-06-2015-0075

  • TQM Journal 10/2015; 27(6):671-682. DOI:10.1108/TQM-06-2015-0076

  • TQM Journal 10/2015; 27(6):814-822. DOI:10.1108/TQM-08-2015-0110

  • TQM Journal 10/2015; 27(6):761-771. DOI:10.1108/TQM-06-2015-0071

  • TQM Journal 10/2015; 27(6):781-797. DOI:10.1108/TQM-06-2015-0073
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    ABSTRACT: Purpose: The purpose of this paper is to identify the level of resistance to change in implementation of total quality management (TQM) in Iranian schools and investigate the influence of principals' and teachers' gender and years of experience on resistance to change. Design/methodology/approach: This study presents the results of survey research carried out in Iran. The participants of this study are secondary school principals and teachers. The researchers employed descriptive analysis on data collected. Independent sample t-test was used to determine the difference in resistance to change based on teachers and principals gender, and one-way ANOVA and Kruskal-Wallis H-test were applied to determine the difference in resistance of teachers and principals based on years of experience. Findings: The researchers found that the level of resistance to change in Iranian schools is medium; the most important factor for resistance to change is confidence in the status quo. Gender has an effect on resistance to change only for teachers. Years of experience do not have an effect on resistance to change. Originality/value: The study identifies some useful points for school's principals and teachers to implementation of TQM in school.
    TQM Journal 08/2015; 27(5):532-543. DOI:10.1108/TQM-04-2013-0044
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    ABSTRACT: Purpose: The purpose of this paper is to develop a total quality management (TQM) model for healthcare organisations and validate it using a sample of Iranian healthcare organisations. Design/methodology/approach: A validated questionnaire was used to collect data from all healthcare organisations that implemented TQM in Isfahan province, Iran. Findings: Using the proposed model, TQM implementation was measured in healthcare organisations. The level of TQM success in Isfahan healthcare organisations was medium. The highest score was achieved in the dimension of "customer management", followed by "leadership" and "employee management". Employee management, information management, customer management, process management and leadership had the most positive effect on TQM success. Using a series of quality management techniques had "synergistic" effect on TQM success. Practical implications: Top management support, effective management of human resources, full involvement of the entire workforce including physicians, education and training, team working, continuous improvement, a corporate quality culture, customer focus and using a combination of management techniques under a quality management system are necessary for TQM successful implementation. Originality/value: A healthcare context-specific model of TQM was developed and tested and suggestions were provided for its successful implementation.
    TQM Journal 08/2015; 27(5):544-564. DOI:10.1108/TQM-04-2013-0051
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    ABSTRACT: Purpose: The European Foundation for Quality Management (EFQM) model is widely used as a management tool in companies. Consequently, it is of great importance to understand the relationships within it, and inform managers about appropriate ways to manage events in order to get the desired results in general, and for specific interest groups (stakeholders). The paper aims to discuss these issues. Design/methodology/approach: This paper analyzes the internal relationships of the EFQM model using empirical data from a sample of 199 Spanish companies. Four managers in each company were interviewed, to eliminate single respondent bias. Structural equation modeling is used for the analysis. Findings: The results obtained from the empirical analysis provide evidence of an underlying logic in the EFQM model that does not match the official model. New significant relationships between the enablers and results not considered in the official model have been found. Research limitations/implications: The study focusses on Spanish industrial companies with 50-500 workers and uses a cross-sectional design. Practical implications: Managers should look at the EFQM model as a tool for finding their own way to excellence, but it is not a precise map, because the model may have some problems of definition. Managers should introduce its elements only after deep reflection on its benefit for their company. Originality/value: Despite the previous research on this issue, there is still no clear consensus. Relationships that are not reflected in the theoretical model have been identified.
    TQM Journal 08/2015; 27(5):486-502. DOI:10.1108/TQM-05-2013-0056