EXPLODING THE MYTH: DO ALL QUALITY MANAGEMENT PRACTICES CONTRIBUTE TO SUPERIOR QUALITY PERFORMANCE?
ABSTRACT In his landmark article on total quality management, Powell (1995) lamented the lack of large scale studies investigating quality management practices and performance. This study begins to fill that void using a large, random sample of manufacturing sites. The results show that quality practices can be categorized into nine dimensions. However, not all of them contribute to superior quality outcomes. “Employee commitment,” “shared vision,” and “customer focus” combine to yield a positive correlation with quality outcomes. Conversely, other “hard” quality practices, such as “benchmarking,” “cellular work teams,” “advanced manufacturing technologies,” and “close supplier relations” do not contribute to superior quality outcomes.
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ABSTRACT: Many organizations have achieved high levels of quality performance only to lose it later on. These firms that were once quality leaders can no longer compete on the quality of their products or services. This research develops a theoretical understanding of how organizations can sustain a quality advantage. It offers a conceptual definition of sustaining a quality advantage which involves not only sustaining a high level of quality performance, but also sustaining a high consistency of quality performance. A comparative case study provides evidence of three capabilities that distinguish firms with different levels of sustaining quality. These capabilities include: (1) Meta-learning, (2) Sensing weak signals, and (3) Resilience to quality disruptions. The case analysis argues that meta-learning helps sustain a high level of quality performance, while sensing weak signals and resilience improves the consistency of quality performance. This study offers a dynamic capability-based strategy that explains how to sustain a competitive advantage in quality, which may also have implications for sustaining other operational competitive advantages.Journal of Operations Management 11/2014; DOI:10.1016/j.jom.2014.09.003 · 4.48 Impact Factor
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ABSTRACT: Purpose – The purpose of this paper is to study the effect of total quality management (TQM) resources on strategic product innovation. It addresses the apparent tension between quality management and innovation management and seeks empirical support for the proposition that quality management resources can be used to support strategic innovation. Based on resource-based view, it defines key resources that firms develop during implementation of TQM systems: TQM culture, product design capability, and process improvement capability – and assesses the role of these resources in the success of product innovation. Design/methodology/approach – A survey of 112 manufacturing firms was conducted and the resulting data were analyzed using partial least squares (PLS) to determine how TQM constructs affect strategic product innovation. Findings – The main finding suggests that only product design capability contributes to strategic product innovation. TQM culture has a direct influence on process improvement and product design capabilities but not on product innovation. The effect of innovation capability and innovation orientation on product innovation was only supported for innovation capability. The effect of innovation orientation is mediated by the development of innovation capability. Research limitations/implications – The paper focusses on the level of maturity of capability development without taking into consideration the time since adoption. Also, the measure of product innovation is based on the degree of product newness but does not dichotomize in terms of radical vs incremental. Several arguments supporting a negative relationship between TQM and innovation often refer to radical or breakthrough innovation. It would be interesting to test the model while distinguishing between radical and incremental innovation. The use of cross-sectional data is a methodological limitation. Practical implications – The results suggest that managers can leverage their quality management systems to support product innovation. In particular, the ability to design quality into products leads to higher levels of strategic production innovation. The successful deployment of TQM capabilities requires an integrative and well-structured approach, involving top leadership engagement of employees and customer orientation. While TQM culture is critical to the development of quality management capabilities, it does not directly affect the innovativeness of a firm. Originality/value – The paper explores the relationship between quality management systems and strategic product innovation. Further work is needed to test whether TQM effect on strategic innovation is different for radical and incremental products, and for other innovation outcomes such as process and service innovation. Keywords: Innovation, Quality management, Competitive advantage, Survey research, Resource-based view (RBV)International Journal of Operations & Production Management 09/2014; 34(10):1307-1337. DOI:10.1108/IJOPM-03-2012-0098 · 1.13 Impact Factor
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ABSTRACT: Measurement scales used by many studies in social sciences must satisfy some psychometric conditions to make them valid and reliable. Some conditions are verified by using different statistical techniques within an iterative process, which generally requires a considerable amount of time for the user. We present a computational algorithm for the reliability and the study of unidimensionality associated to measurement scales. The suggested algorithm is implemented using the popular statistical software R. Codes are written in the form of R functions and therefore can be easily used. Assuming real data extracted from the industrial sector, the proposed R codes are used to study the reliability and the unidimensionality of measurement scales. This can serve as a practical guide to show how to use the R functions.