Exploding the Myth: Do All Quality Management Practices Contribute to Superior Quality Performance?

Production and Operations Management (Impact Factor: 1.44). 01/1999; 8(1):1 - 27. DOI: 10.1111/j.1937-5956.1999.tb00058.x


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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    • "In contrast, there are some researchers who found that the implementation of Total Quality Management did not improve performance. For example, Dow et al. (1999) showed that some "
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    ABSTRACT: The importance of Total Quality Management (TQM) in today's business environment is a sine qua non (an indispensable and essential action). This is due to the ever increasing tastes of customers who see service quality as a right owed them by businesses they chose to patronize. This study examined the relationship between total quality management and customer satisfaction in service industries. The aims among others were to evaluate the relationship between of top management commitments and customer retentions as well as to examine the influence of organizational reputation on customer's continuous patronage. Relying solely on secondary data collected from various archival sources, findings shows that strong relationships exists between total quality management and customer satisfaction in the achievement of organizational goals especially in the current dispensation of globalization and stiff competitions. The analyzed data also revealed that total quality management and customer satisfaction have increased steadily over a period of time in some service industries but top management still have much to do in order to entrench TQM and customer satisfaction as policies in their organizations. The authors recommend a holistic adoption of TQM and customer services tenets and its entrenchment as policies in all organizations for quality customer services and satisfactions. 1.0 Background to the Study From both a theoretical and practical view point, there exists the need for a more comprehensive understanding of the relationship between total quality management and customer's satisfaction. Several researchers have attempted to study the concept of total quality management leaving behind gaps that need to be filled. Studies of total quality management are often a site of confusion and controversy, marked by tensions between
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    • "Existing quality management research has examined the relationship between a number of quality practices and quality performance. Research shows that quality practices such as leadership support, customer focus, workforce involvement, process management, and crossfunctional product development have a positive effect on quality performance (Ahire and O'Shaughnessy, 1998; Dow et al., 1999; Flynn et al., 1995). Kaynak (2003) conducted a comprehensive study that examined the relationships between a number of quality practices and their performance benefits. "
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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; 32(7-8). DOI:10.1016/j.jom.2014.09.003 · 3.82 Impact Factor
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    • "Deming, 1986, pp. 23– 24; Garvin, 1986; Dow et al., 1999; Kathuria & Davis, 2001; Klefsjö, Bergquist, & Edgeman, 2006). The harder side of management is linked to the employees' perceived behavioural control – i.e. the experienced competence of the employee – which is the other strong precursor of intentions. "
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    ABSTRACT: This paper aims to develop a conceptual framework for testing the motivation to engage in improvement work. The framework is based on Ajzen's theory of planned behavior (TPB), that we suggest can be used to facilitate the implementation of improvement programmes. By using the model and probing intentions, attitudes, norms and perceived ability related to improvement work, we believe hindrances for implementation of improvement programmes will be exposed. When operationalising the framework we developed a survey instrument based on TPB and then made an initial empirical test by distributing it to 124 employees (response rate 67%) of three manufacturing small- and medium-sized enterprises. Factor analysis and regression were used to analyse the survey and follow-up interviews with employees and managers were used to validate the results. This initial test of the instrument showed that it has sound measurement properties, indicated by clear factor structure and good internal consistency. Interview data also validated that the instrument was able to capture important aspects related to implementation of improvement work. Based on the result, we conclude that TPB may be useful for guiding management actions. However, since our study only draws on a limited empirical sample, future research is needed to test the contextual validity.
    Journal of Applied Statistics 10/2014; 25(11-12). DOI:10.1080/14783363.2013.776761 · 0.42 Impact Factor
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