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.
- SourceAvailable from: Marios Trigkas[Show abstract] [Hide abstract]
ABSTRACT: The present research is mapping opinions regarding the consumers' correspondence to the development of a pilot implementation of a business networking model with the use of IT in Greek wood and furniture sectors. The participating enterprises are aiming to their cross -firm cooperation related to the procurement of materials and intermediate products and outsourcing. Based on specially constructed questionnaire, the researchers addressed to 66 consumers of wood and furniture products. Findings have shown that, the potentiality of developing the proposed dynamic network, could constitute an innovative proposition which finds resonance to the consumers of wood and furniture products, based to the characteristic of real time purchases. The expected benefits of participating in such a network, could constitute a fundamental competitive advantage of the network's enterprises. This fact is deemed to be of great importance for wood and furniture sectors, especially during the present economic downturn. Furthermore, supporting strategies should be developed. It seems that wood and furniture enterprises have not yet managed to develop trustworthy relationships among them and to spot the opportunities they have in developing cooperative activities using high technology, acquiring a fundamental competitive advantage. In order for this target to be achieved, they should focus to specific cooperative activities and to the exchange of entrepreneurial practices, without this strategic choice be in confrontation to their independent operation.7th Conference of the EuroMed Academy of Business; 01/2014
Conference Paper: Competitive Sources & Performance of Cypriot Furniture Manufacturers[Show abstract] [Hide abstract]
ABSTRACT: Purpose The study provides important implications for managers and researchers who explore the relationships among competitive sources and company performance. Design / methodology/ approach A 2007 empirical study explores the competitiveness of 145 furniture enterprises in Cyprus. Based upon the relevant literature, a comprehensive list of 47 competitive items was developed which were viewed as potential strategic abilities supporting competitiveness. The data analysis techniques are descriptive statistics, correlation and regression analysis, using the SPSS package. Findings Cypriot furniture manufacturing follows the principles of manufacturing strategy. Competitive advantage is limited in price and quality. Price-competitive companies are stressing delivery/time issues with a leading role of the marketing area, whereas quality – competitive ones are building on marketing and new products, with quality being the strongest predictor for market share. Time is seen as a possible winning criterion. On – time delivery strongly correlates to human resources, but not to quality processes. Yet, Quality Management starts gaining some attention with ISO 9001:2000 being the main concern. The Cypriot furniture sector is still lagging behind in technology and manufacturing. This, however, does not mean that advanced technologies are neglected in Cyprus with a steady growth of CNC machinery. Practical Implications Mature, industries, struggle to survive in the new globalized markets. The study provides useful information first and most of all for Cypriot managers and all responsibles for the survival and development of the Cypriot furniture industry. It also proves that companies need more than one competitive priorities and advantages to prosper, while focusing on a singe competitive component is rather dangerous. Originality / value This was the first study devoted to the analysis of manufacturing, product development, marketing, quality, human resources and overall management decisions adopted by Cypriot furniture manufacturers. This study expands previous similar studies, offering more insight on the effects of the several functional areas and arising questions on the differences among the same industry sector across different nations.2; 01/2009