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Quality performance and organizational culture: A New Zealand study
Abstract
For many years culture has been claimed as an important component of organizational success in general and TQM and quality improvement in particular. This study examined management culture and quality performance in a sample of New Zealand manufacturing organizations. The culture was measured using the Organizational Culture Inventory, and quality performance was measured using questions from Leading the Way: A Study of Best Manufacturing Practices in Australia and New Zealand. Different management cultures were found to have correlations with quality indicators such as: warranty claims, percent defectives, ratio of quality inspectors to direct production workers, and delivery in full on time. No significant correlations were found between the organizational cultures and cost of quality, or with supplier quality. We suggest that through understanding these relationships between culture and quality, managers may be able to develop more effective and competitive organizations.
... Organizational culture is a topic widely explored in the literature and has been addressed by several authors since the 20th century. In general, culture is seen as "the totality of socially transmitted behaviours, patterns, arts, beliefs, institutions and other products of human work and characteristics of thought of a community or population'' (CORBETT; RASTRICK, 2000). Schein (2010) defines culture as a standardized sharing of what the author calls basic assumptions absorbed by the group during moments of problem solving, both internal and external. ...
... For instance, Corbett and Rastrick (2000) Zu, Robbins and Fredendall (2010) obtained samples from the transportation equipment (32%), electrical equipment (16%) and metal products (20%) industries. ...
... The main quality aspects related to the organizational culture found in the review were: quality principles (as described in ISO 9000), barriers to the implementation of quality management in organizations, quality management tools and techniques used and Angeli, Jones and Sabir (1998) used the Delphi method and the QFD tool (Quality Function Deployment) to identify with specialists what are the appropriate behaviours to be adopted by leaders in order to achieve cultural change aiming at a transformation in organizations' quality management practices. Corbett and Rastrick (2000) related the organizational culture to some quality indicators, such as, percentage of defective materials received by suppliers, percentages of defective products, cost of quality in relation to total sales, percentage of deliveries to the customer made within deadline, etc. These aspects, according to Abdullah and Tarí (2012), ...
Purpose – Aiming to fulfill the need to consolidate and carry out a critical analysis of the studies developed on Organizational Culture and Quality Management Systems, this study aims to understand the relationship between these concepts through a systematic review of the literature. Design/methodology/approach – This study is descriptive and is predominantly classified as a quantitative approach. Using the systematic literature review technique, publications contained in the Materials Science & Engineering Database, Emerald Insight, OneFile (GALE), Taylor & Francis Online - Journals, ScienceDirect Journals (Elsevier), Elsevier (CrossRef), Directory of databases were analyzed Open Access Journals (DOAJ), MEDLINE / PubMed (NLM), Library & Information Science Collection and Springer (CrossRef) and 22 studies that deal with the topics in an integrated manner were used. Findings – The analysis shows that the Cameron and Quinn (2011) and Hofstede (2003) models are the most used. Regarding the business sectors in which studies were carried out, no research relating to the topics studied in utilities companies had been carried out, with most of the studies (38%) carried out in companies in the industrial sector. Originality/value – With regard to aspects of quality management relating to organizational culture, there is a balance between the hard and soft elements in the literature and that most studies put forward the management levels of companies as the target audience for the data source. Keywords - Organizational Culture, Management System, Quality Management System, Systematic Literature Review.
... The industrial sector has not been emphasised as a factor that affects lean system, as various authors have suggested that lean system can apply to different types of industries (Womack et al., 1990;Soriano-Meier and Forrester, 2002). In previous studies (e.g., Talib et al., 2011), researchers have attempted to distinguish between quality initiatives practices across different sectors, but the main focus has been on manufacturing versus services industries rather than different manufacturing sectors; i.e., there are no studies that differentiate between the applicability of lean system or quality initiatives to different types of manufacturing industries, such as paper, plastic, metal, etc. Various researchers (e.g., Reed et al., 1996;Corbett and Rastrick, 2000;Curkovic et al., 2000) have shown that different quality and management practices are used in different industries, depending on the activities of firms due to the uniqueness of their business and industry needs. Mady (2009) showed that there is a difference in TQM usage between the food and refractor sectors in Kuwait. ...
... This result is inconsistent with Mady (2009), which found that there is a difference in quality and management practices used by different sectors in Kuwait. Furthermore, this result disagrees with Reed et al. (1996), Corbett and Rastrick (2000) and Curkovic et al. (2000), who concluded that different sectors have different use of quality and management practices. ...
... This result is in agreement in part with Mady (2009), who found that there are no differences among the different types of sectors in Kuwait in terms of their perception of competitiveness priorities such as flexibility, on-time delivery, cost reduction, innovativeness and quality improvement. The reason for this could be attributed to the lack of competitiveness in the Kuwaiti market, and the fact that most types of industries are supplying to the local market; however, these results differ from those of other authors (Reed et al., 1996;Corbett and Rastrick, 2000;Curkovic et al., 2000), who found that different sectors have different uses of quality and management practices. At the same time, these results disagree with other results found by Mady (2009), who found that there is a difference in the quality and management practices used by different sectors in Kuwait. ...
This paper measures the readiness of the Kuwaiti small and medium sized manufacturing industries to implement the lean system through an evaluation of their existing quality practices, and compare such readiness among different product sectors and ownership types. The study adopts the measurement framework developed by Al-Najem et al. (2013), which establishes six constructs related to lean quality practices, namely: process, planning and control, customer relations, suppliers relations, HR, and top management and leadership. Data were collected from a survey of 50 Kuwaiti small and medium sized manufacturing companies. One research question and two hypotheses were developed and tested using t-test and Levene’s test, descriptive statistics, and one-way ANOVA. The results demonstrate that the Kuwaiti small and medium sized manufacturing industries are far from being ready to implement lean. In addition, the study found that product sector and ownership type have no significant impact on the lean readiness in the Kuwaiti small and medium sized manufacturing industries.
... The industrial sector has not been emphasised as a factor that affects lean system, as various authors have suggested that lean system can apply to different types of industries (Womack et al., 1990;Soriano-Meier and Forrester, 2002). In previous studies (e.g., Talib et al., 2011), researchers have attempted to distinguish between quality initiatives practices across different sectors, but the main focus has been on manufacturing versus services industries rather than different manufacturing sectors; i.e., there are no studies that differentiate between the applicability of lean system or quality initiatives to different types of manufacturing industries, such as paper, plastic, metal, etc. Various researchers (e.g., Reed et al., 1996;Corbett and Rastrick, 2000;Curkovic et al., 2000) have shown that different quality and management practices are used in different industries, depending on the activities of firms due to the uniqueness of their business and industry needs. Mady (2009) showed that there is a difference in TQM usage between the food and refractor sectors in Kuwait. ...
... This result is inconsistent with Mady (2009), which found that there is a difference in quality and management practices used by different sectors in Kuwait. Furthermore, this result disagrees with Reed et al. (1996), Corbett and Rastrick (2000) and Curkovic et al. (2000), who concluded that different sectors have different use of quality and management practices. ...
... This result is in agreement in part with Mady (2009), who found that there are no differences among the different types of sectors in Kuwait in terms of their perception of competitiveness priorities such as flexibility, on-time delivery, cost reduction, innovativeness and quality improvement. The reason for this could be attributed to the lack of competitiveness in the Kuwaiti market, and the fact that most types of industries are supplying to the local market; however, these results differ from those of other authors (Reed et al., 1996;Corbett and Rastrick, 2000;Curkovic et al., 2000), who found that different sectors have different uses of quality and management practices. At the same time, these results disagree with other results found by Mady (2009), who found that there is a difference in the quality and management practices used by different sectors in Kuwait. ...
This paper measures the readiness of the Kuwaiti small and medium sized manufacturing industries to implement the lean system through an evaluation of their existing quality practices, and compare such readiness among different product sectors and ownership types. The study adopts the measurement framework developed by Al-Najem et al. (2013), which establishes six constructs related to lean quality practices, namely: process, planning and control, customer relations, suppliers relations, HR, and top management and leadership. Data were collected from a survey of 50 Kuwaiti small and medium sized manufacturing companies. One research question and two hypotheses were developed and tested using t-test and Levene’s test, descriptive statistics, and one-way ANOVA. The results demonstrate that the Kuwaiti small and medium sized manufacturing industries are far from being ready to implement lean. In addition, the study found that product sector and ownership type have no significant impact on the lean readiness in the Kuwaiti small and medium sized manufacturing industries.
Keywords: Kuwaiti small and medium sized industries; lean system; lean readiness; manufacturing industries.
... Psychogios & Priporas (2007) define the importance of workforce involvement and cooperation in QMS, administrative structure, people involvement, team committee approach and system are important for QMS implementation. University core services departments and academics are not involved (Corbett & Rastrick, 2000). Moturi & Mbithi (2015) highlighted the commitment of staff and involvement of people. ...
... Leadership commitment is essential for creating a quality culture at various levels (Kosgei, 2014;Alalfy & Abo-Hegazy 2015). The key challenge of QMS effective implementation is organizational culture (Corbett & Rastrick, 2000). Present study found that inappropriate university culture is the challenge. ...
... For many years, culture has been claimed as an important component of TQM and quality improvement (Corbett & Rastrick, 2000). According to Lapina et al. (2015), the successful interaction between OC and TQM is a key factor in the achievement of the organisation's performance excellence. ...
... Talib and Rahman (2015) support the argument that a critical barrier to improving quality performance (including the cost of activities related to conformities and nonconformities) is poor OC. These views go against Corbett and Rastrick (2000), who claim that there is no significant correlation between OC and CoQ including its dimensions, namely CoC and CoNC. ...
Organisational Culture (OC) is related to the implementation of TQM, while both are associated with the economic aspect of TQM meaning the Cost of Quality (CoQ). The present study aims to investigate the impact of different types of OC, namely group, developmental, rational and hierarchical culture on TQM and CoQ. Moreover, the study aims at determining the impact of TQM on CoC and CoNC. Greek manufacturing and service companies were approached through a structured questionnaire and 292 participated in the study. Confirmatory Factor Analysis was applied to examine the reliability and validity of latent constructs, the relationships of which were determined through Multiple Linear Regression analyses. According to the findings, all the cultural types have a positive impact on TQM. TQM has a significant and positive impact on CoC and a negative influence on CoNC. Finally, CoC is significantly influenced by two types of OC (developmental culture and hierarchical culture), while CoNC is directly affected only by rational culture. This study offers clear implications for managers who want to fully adopt TQM and improve CoQ by reinforcing specific OC types. To the best of the authors’ knowledge, no previous research has discussed these relationships in the Greek business environment.
... Resulting behavior of the employees is guided by organizational culture and it is a main prerequisite for continuous and systematic quality improvement that include all employees in the company [3,4,7,16,27]. Hence, organizational culture has strong influence on the essential dimension representing basis of every initiative for quality improvement, and therefore must be supported and guided from top executives and CEO's in the company [6,9,10,23,24] with a goal of advancement of the companies' business performances [25]. ...
... It is interesting to observe that existing correlations are mostly negative. 4. Communication in organization is correlated with organizational goals/objectives, level of formalization, rewarding system and with progress and development. ...
Previous research shows that organizational factors influence quality improvement programs, and when there is a fit, it is leading to better business performances. Accordingly, the purpose of this paper is an analysis of interdependence between organizational culture and quality improvement via testing the differences between dimensions and types of organizational cultures and applied procedures for quality improvement techniques on companies from 32 countries worldwide. Following detailed exploration of the available literature, data collection is conducted on 200 production enterprises in multinational supply chain. Upon this, further statistical examination is conducted by comparison of the companies in dependence of its locations-continents. Results show that there are significant differences on dimensions of organizational culture and applied quality improvement procedures depending of geographical location of companies. Accordingly, results of this paper prove that contextual approach promoted in ISO 9001:2015 has to be applied and organizations that operate in different countries and continents must decide how much to localize their organizational culture and related management practices to fit within the host country context.
... Deming kaliteyi, müşterilerin ihtiyacına cevap verebilen, düşük maliyetli, güvenilir ve standart olabilmek olarak tanımlamaktadır. Kalite, müşterilerin ihtiyaçlarını veya ihtiyaçlarından fazlasını karşılamaktır (Corbett ve Rastrick, 2000). Kalite, amaçlara uygunluk derecesidir. ...
... Kaynak (1997), kalite performansı ölçütlerini; ürün/hizmet kalitesi, verimlilik, ıskarta ve yeniden işleme maliyeti, satın alınan malzemelerin teslimatı için teslim süresi, biten ürünlerin/hizmetin müşteriye teslimi için teslim süresi olarak belirlemiştir. Corbett ve Rastrick (2000) ise, kalite performansı ölçütlerini; tedarikçiden gelen kusurlu malzeme yüzdesi, ürün hacmindeki toplam hata yüzdesi, toplam satışlardan garanti talebi maliyeti, toplam satışlardaki kalite maliyeti (hata ıskarta, yeniden işleme, muayene) yüzdesi, direkt ürün operatörünün kalite kontrol muayene oranı, müşteriye tam zamanında teslim edilen teslimat oranı olarak belirlemişlerdir. Yapılan literatür araştırması sonucu çalışmada kullanılması için belirlenen kalite performans ölçütleri ve bu ölçütlerin kısaltmaları şöyledir: KP1: Ürünlerin performansı, KP2: Ürün / Hizmet Kalitesi. ...
Nowadays, there is tough competition in global markets so that companies must be able to meet their customers’ expectations and needs satisfactorily. This is possible through technological development. This study’s purpose is to determine whether technology transfer affects on the quality performance. If technology transfer affects on the quality performance, the way of effects is searched, is it affected by positively or negatively. Structural equation modeling was used for research model analysis. The results of research show that technology transfer affects quality performance positively and technology transfer performance does not have difference effects on the different quality performance criteria
... The factor 'CSF5' and 'CSF 4' according to its attained (D + R) score of are the most significant factor among other CSF's. Organizational output can be continually improved by performance improvement (Corbett and Rastrick 2000;Yan et al. 2019). ...
In an organization, successful implementation of Total Quality Management (TQM) brings lot of benefits in terms of quality improvement, customer satisfaction, profit, and market share. It also assists businesses to improve in terms of performance, reducing rework in the process, and reduction in overall costs associated with poor quality (e.g. replacement, warranty, late deliveries, rework and scrap.).However, in practice many enterprises fail to adopt and implement TQM besides having known its benefits and advantages into the organization. Consequently, there is essential requirement for a further systematic and deeper assessment of the various TQM factors for its successful implementation. By considering this research gap in the context of Indian industry, an exhaustive and planned work was carried out to meet this requirement. Several factors influencing the implementation of TQM were decided by consulting industrial and academic experts. From the available responses, an attempt was made to uncover the causal relationships among the identified critical success factors (CSF’s) and categorize them into cause-and-effect groups. In the present work, Grey Set Theory has been integrated with DEMATEL (Decision making Trial and Evaluation Method). Further, the integrated grey based DEMATEL approach was applied to reveal the interrelation among the identified critical success factor. The results indicate that among the identified 15 CSF’s for the successful TQM implementation in Indian SMES industries ‘Top management commitment (CSF1)’, ‘Training and education (CSF6)’,’ Human resource management (CSF3)’ and’Information system (CSF11) are topmost influential cause group factor. Whereas ‘Process management (CSF4)’, ‘Customer focus (CSF5)’, ‘Supply development (CSF7)’ and’ Product and service design (CSF13)’ are the prominent influenced group factors. Analysis outcomes suggest that ‘Top management commitment’ is at the core of the efforts to maintain quality culture throughout the process. Furthermore, implication to theory and practices has been discussed, implication to theory will significantly contribute to existing literature and implication to practice will work as a guideline for practicing mangers and industrial experts. At last, managers and quality engineers will get insight of how to develop efficient quality culture throughout organization by successful implementation of TQM.
... Marketing researchers have recognized the importance of organizational culture in creating superior value and improving organizational performance (Berghman et al., 2006;Joseph and Kibera, 2019;Lim, 1995). It has been seen as a crucial element of organizational success, and a customer-centric culture centered on cross-functional collaboration is aligned with KAM implementation success (Corbett and Rastrick, 2000;Davies and Ryals, 2009). According to Ojasalo (2002), it is crucial to analyze gaps between the corporate values and cultures of buyers and suppliers, as these cross-cultural disparities can hinder the formation of partnerships. ...
Purpose:
This study aims to investigate the cultural factors that influence global account management (GAM) in the context of Indian buyers and German suppliers from a wide perspective.
Design/methodology/approach:
After conducting a critical literature review on key account management (KAM), GAM and organizational culture, the authors conducted an exploratory case study with 23 global account managers (GA managers) who work for German-based multinational companies and manage global accounts from India. The results of a qualitative data analysis are demonstrated using consensus and template methods.
Findings:
The findings of this study indicate that language, communication, the concept of time, conflict avoidance, organizational structure, decision-making, trust and relationship are among the cultural factors that can influence GAM in a German and Indian context.
Research limitations/implications:
Given the substantial cultural disparities between Northern India and Southern India, it is especially difficult to generalize cultural factors in GAM. On the other hand, these factors can be used as a prerequisite for the development of cultural dimensions when collaborating with individuals and organizations from diverse cultures.
Practical implications:
This research is essential for global sales managers, GA managers and executives who intend to collaborate with Indian buyers or suppliers.
Originality/value:
Prior business-to-business marketing literature on KAM and GAM has been mostly on the western context. This study is the first step in examining the cultural effect on GAM relationships between Indian and German organizations.
... It also alters their actions in the perceptions of all aspects of their work including quality (Reeves and Bednar, 1994). Consequently, Calori and Sarnin (1991); Sinclair and Arthur (1994); Klein et al. (1995); Lewis (1996), and Corbett and Rastrick (2000) have proffered a relationship that exists between the constructs of quality and organisational culture. Research undertaken by Klein et al. (1995), for example, demonstrated that culture has a direct impact on service quality. ...
The current chapter highlighted the basics of mutual funds industry that how it works in market, how these investment managed by AMC, various players in this industry, what may be the benefits and disadvantage of mutual funds investments etc. The data and information used in this chapter have been collected from secondary sources like Journals, Magazines, Books, Newspapers and internets
... It is suggested that the strength of the three types of cultures-positive, passive/defensive, and aggressive/defensive-are influenced at the industry and organizational level. Research using the structure and culture survey conducted by Corbett and Rastrick [22] found that constructive cultures are positively connected to positive results across industries, including success in manufacturing organizations. ...
The present research paper focuses on four key aspects of organizational culture in the United Arab Emirates (UAE): employee attitude, performance, behavior, and productivity. Every organization has a unique culture, which shapes the employees’ perspectives to a large extent. The greater the consistency of the approach, the greater the likelihood of that organization achieving success. The main purpose of this study was to examine the influence of corporate culture on the behavior of heterogeneous groups of employees. The UAE, as an emerging economy, has various ethnicities and nationalities in its workforce, each having its own distinctive national customs, languages, religions, histories, and work patterns. This paper examines two cases in the remittances and foreign exchange industry in the UAE as being characteristic of finance companies, comprising employees who originated from many nations working together regardless of their socio-cultural background. Based on a questionnaire, the literature, and a hypothesized model, this paper investigates the relationship of UAE’s heterogeneous work culture on employees’ perspectives. In an innovative way, the result of this study reveals and supports our hypotheses that organizational culture has a high impact on the work performance, attitudes, and behaviors of the employees belonging to two selected companies, regardless heterogeneous nationalities and cultures.
... Organizational commitment is the level of trust and acceptance of labor towards organizational goals and a desire to remain in the organization. 15 Employees who are committed to their work will have high performance. Commitment is an integration of feelings of love and loyalty from employees to their work or company. ...
Background: Employee performance results from work achieved by an employee in quality and quantity in carrying out tasks in accordance with the responsibilities given. Good employee performance increases hospital customer satisfaction. This study aims to determine the relationship between transformational leadership, organizational commitment, and the application of Total Quality Management (TQM) with employee performance at Sanglah Central General Hospital.Methods: A cross-sectional study was conducted among 87 samples. Samples in each installation/unit that fulfilled inclusion criteria were selected using proportional random sampling. Data were analyzed using univariate, bivariate (chi-square), and multivariate (logistic regression) by SPSS version 20 for Windows.Results: Most employees perceived good in transformational leadership (67.8%), good organization commitment (55.2%), good application of TQM (75.9%), and good employee's performance (65.5%). The bivariate analysis shows a significant association between transformational leadership (p=0.001), organization commitment (p=0.001), and application of TQM (p=0.010) with employees' performance in Sanglah General Hospital. However, according to the multivariate analysis, a statistically significant association variable is organizational commitment (OR=547.96; 95% CI=4.922-613.673; p=0.001).Conclusion: Factors associated with the employee's performance in Sanglah Hospital are transformational leadership, organizational commitment, and TQM. Therefore, stakeholders in the hospital should consider the loyalty of employees in determining policies to improve service quality continuously.
... The notion of culture seeks to examine the intricacies related to various groups of people. Therefore, culture is an important factor for the implementation of effective management systems [13][14]. This implies that, with identifiable adaptable profiles of strong culture, a company's management system can be effectively and efficiently implemented and improved continually. ...
The role of safety culture (SC) on the safety management system (SMS) within the context of food and beverage (F&B) industries in Nigeria was examined in this study. To the best of the authors' knowledge, no study has empirically showed this influence. Hence, the objective was to investigate the impact of SC on SMS. The data was collected from a survey of F & B industries in Lagos state of Nigeria, whereas structural equation modelling (Smart PLS 2.0) was used for empirical analysis. The results showed that there is a significant positive relationship between safety culture (SC) and safety management system (SMS). Furthermore, the results provided empirical evidence that SMS is linked to the SC of organizations. In addition, the results confirm the importance of safety culture implementation and its effects on promoting the safety initiatives of various firms in the F & B industries in Nigeria. Therefore, it is noteworthy that safety culture plays a key role in the development of the safety management system. Therefore, the findings of this study provide empirical evidence of the positive influence of safety culture on safety management system.
... Organizational culture can be said to consist of beliefs, assumptions and values which are shared by a group of employees within an organization and which define the way they perceive and respond to the events, climate and process inside the organizational environment Corbett and Rastrick (2000), defines the three aspects or dimensions that constitute its Organization Culture (OC), namely cultures that can be said to either passive, aggressive or constructive. All the above constructs were taken up in this study. ...
The purpose of the study is to study the moderating influence of Organization culture in the relationship between HRM practices and Organization performance in Automobile industry. It also aims to study how the performance of the organization is interrelated to the Human Resource Management (HRM) practices. The study has adopted five HRM practices dimension, ten scales of organization performance and to measure organizational culture fifteen scales. 212 respondents participated in the survey and they filled and responded the questionnaire. The results show that the moderation effect of Organization culture in the relationship between HRM practice and Organization Performance is confirmed significantly. HRM practices like Manpower planning and Career growth and development are having better relationship with the Organization performance in Automobile industry. The results confirmed that Organization culture serves as moderator between HRM practices and Organization performance.
... It also alters their actions in the perceptions of all aspects of their work including quality (Reeves and Bednar, 1994). Consequently, Calori and Sarnin (1991); Sinclair and Arthur (1994); Klein et al. (1995); Lewis (1996), and Corbett and Rastrick (2000) have proffered a relationship that exists between the constructs of quality and organisational culture. Research undertaken by Klein et al. (1995), for example, demonstrated that culture has a direct impact on service quality. ...
Skills, knowledge and abilities of its workforce are the driving forces behind the economic growth and development of any nation. Countries who have invested in skill development of their population entering the workforce are better placed in terms of meeting the challenges and opportunities laid down by the changing nature of work due to Fourth Industrial revolution.At present, our economy faces skill shortage as required by the Industry as well as there is mismatch in terms of demand and supply of specific type of skill sets. The most crucial challenge faced by organizations in current times is to develop their workforce‟s competencies to match the skill complexity of the jobs. The problem aggravates further when majority of institutions of higher learning still remains disconnected with the requirements of the industry. The courses offered by such institutions have low credibility and acceptability among employers.In this context,the chapter explores the gaining prominence of skill universities in India, schemes under Skill Development Bureau, programs offered by institutions under the “Skills Universities” and examines the draft guidelines formulated by Ministry of Skill Development and Entrepreneurship(MSDE) to fill the long pending gap of granting equivalence to degrees that are currently being awarded by higher level institutions under varying nomenclature in the absence of common standards in the skill space.
Keyword: Skill, Skill universities, Skill Development Bureau, skill mismatch, upskilling, reskilling, Entrepreneurship
... The outcome of Pareto analysis was 11 frequently used QMP factors and these were considered for scale development and 11-QMP factors are: top management commitment and leadership styles, customer focus and satisfaction, supplier quality management, employee education and training, process management, employee involvement, human resource management, continuous improvement, business results, teamwork and benchmarking. Juran (1974), Ishikawa (1976), Crosby (1979), Feigenbaum (1983), Shewhart and Deming (1986), Garvin (1987), Saraph et al. (1989), Porter and Parker (1993), Lu and Sohal (1993), Dale and Cooper (1994), Flynn et al. (1994), Powell (1995), Black and Porter (1996), Ahire et al. (1996), Motwani et al. (1996), Motwani and Kumar (1997), Zeitz et al. (1997), Quazi and Padibjo (1998), Grandzol and Gershon (1998), Joseph et al. (1999), Anderson and Sohal (1999), Rao et al. (1999), Aspinwall (2000a, 2000b), Sureshchandar et al. (2001), Chapman and Al-Khawaldeh (2002) Quality information availability/quality data reporting Saraph et al. (1989), Flynn et al. (1994), Rao et al. (1999), Black and Porter (1996) 3 Information and analysis Lu and Sohal (1993), Porter and Parker (1993), Powell (1995), Black and Porter (1996), Saraph et al. (1989), Ahire et al. (1996), Zeitz et al. (1997), Rao et al. (1999), Anderson and Sohal (1999) (2016) 4 Benchmarking Lu and Sohal (1993), Dale and Cooper (1994), Flynn et al. (1994), Powell (1995), Black and Porter (1996), Ahire et al. (1996), Ruggieri and Merli (1998), Rao et al. (1999), Zhang et al. (2000), Sila and Ebrahimpour (2003), Mahapatra and Khan (2006), Rad (2006), Khamalah and Lingaraj (2007) Team work Anschutz (1995), Oakland and Aldridge (1995), Motwani et al. (1996), Black and Porter (1996), Sureshchandar et al. (2001), Sila and Ebrahimpour (2002), Yong and Wilkinson (2003), Mahapatra and Khan (2006), Lewis et al. (2006), Guimaraes (1997), Ooi et al. (2007), Khamalah and Lingaraj (2007) Stahl (1995), Motwani et al. (1996), Evans and Dean (2000), Corbett and Rastrick (2000), Juergensen (2000) (2016) 8 Employee education and training Juran (1974), Ishikawa (1976), Crosby (1979), Feigenbaum (1983), Shewhart and Deming (1986), Saraph et al. (1989), Porter and Parker (1993), Lu and Sohal (1993), Dale and Cooper (1994), Cherrington (1995), Motwani and Kumar (1997), Powell (1995), Ahire et al. (1996), Joseph et al. (1999), Rao et al. (1999), Vermeulen and Crous (2000), Aspinwall (2000a, 2000b (2013) 10 Quality culture of organisation Black and Porter (1996), Sila and Ebrahimpour (2003), Ueno (2009) Strategic quality management Juran (1974), Crosby (1979), Feigenbaum (1983), Shewhart and Deming (1986), Saraph et al. (1989), Porter and Parker (1993), Lu and Sohal (1993), Powell (1995), Black and Porter (1996), Motwani and Kumar (1997), Fotopoulos and Psomas (2009), Irfan et al. ...
In developing countries like India, the level of awareness about Quality Management Practices (QMP) in Small and Medium Enterprises (SMEs) context has increased in recent times. The purpose of the study was to develop and validate a QMP scale that could be used in Indian manufacturing SMEs. The QMP factors were identified through Pareto analysis and QMP scale was developed. The scale was administered to 750 SMEs of which only 514 responded with response rate of 68.5%. The Exploratory Factor Analysis (EFA) coupled with Confirmatory Factor Analysis (CFA) were applied to extract the latent factors and for validation of the same. Further Structural Equation Modeling (SEM) was deployed for determining the interrelationships of extracted factors. The reliability test value and KMO sample adequacy for QMP was found to be 0.875 and 0.874 respectively. The CFA resulted in seven QMP factors with value of R = 0.50 to 0.81 and R-squared values in the range of 0.23 - 0.66 representing the percentage variation in the 35 items. This study attempts to develop a reliable and valid scale of QMP for Indian manufacturing SMEs. Additionally, the study contributes to QMP literature, by bestowing empirical data on QMP factors which are more appropriate for manufacturing SMEs in India by validating using SEM. This study is limited to Indian manufacturing SMEs context; however the research outcomes may be applicable even for general manufacturing firms as well. The validated scale was tested by considering the responses gathered from Indian manufacturing SMEs. Further it can be tested in different context and in other developing countries to examine if it is applicable for diverse work culture with larger sample size. The study results would encourage researchers and quality practitioners to pay attention towards further research in this domain more empirical studies. Future studies in this area should be focused on investigating the compatibility of identified practices in improving SMEs performance.
... The notion of culture seeks to examine the intricacies related to various groups of people. Therefore, culture is an important factor for the implementation of effective management systems [13][14]. This implies that, with identifiable adaptable profiles of strong culture, a company's management system can be effectively and efficiently implemented and improved continually. ...
The role of safety culture (SC) on the safety management system (SMS) within the context of food and beverage (F&B) industries in Nigeria was examined in this study. To the best of the authors' knowledge, no study has empirically showed this influence. Hence, the objective was to investigate the impact of SC on SMS. The data was collected from a survey of F & B industries in Lagos state of Nigeria, whereas structural equation modelling (Smart PLS 2.0) was used for empirical analysis. The results showed that there is a significant positive relationship between safety culture (SC) and safety management system (SMS). Furthermore, the results provided empirical evidence that SMS is linked to the SC of organizations. In addition, the results confirm the importance of safety culture implementation and its effects on promoting the safety initiatives of various firms in the F & B industries in Nigeria. Therefore, it is noteworthy that safety culture plays a key role in the development of the safety management system. Therefore, the findings of this study provide empirical evidence of the positive influence of safety culture on safety management system.
... A similar result emerges with the efficiency of the company's organization (ORG_ DES). According to Corbett and Rastrick (2000), "the efficiency within organizational structure may play a positive role for the success of a firm. Moreover this helps to build an organizational culture, consistent with the strategy, and the competitive environment." ...
This paper asks how well the use of quantitative and qualitative variables can improve the assessment of companies' creditworthiness and how this result can be influenced by the economic and financial peculiarities of countries. We harden qualitative variable measures to model soft information aimed at scoring microfirms, small, and medium‐sized firms. The structural survey covers Germany, Italy, and the UK in a sample of about 17 thousand companies observed during the financial crisis. Soft facts are determined within the balanced scorecard framework in order to find out the impact of customers, business processes, learning and growth, and financial perspectives. Our findings show that credit models integrating soft variables optimize the risk estimation, but estimates are country‐specific and should be tailored to the characteristics of each economic system.
... This result agrees with Mady (2009), who found that there are no differences among the different types of sectors in KSA and the region in terms of their perception of competitiveness priorities such as flexibility, on-time delivery, cost reduction, innovativeness and quality improvement. The reason for this could be attributed to the lack of competitiveness in the market, and the fact that most types of industries are supplying to the local market; however, these results differ from those of other authors (Reed et al., 1996;Corbett and Rastrick, 2000;Curkovic et al., 2000), who verified that different sectors have different uses of quality and management practices. Further, this result is not in agreement with Mady (2009), who found that there is a difference in the quality and management practices used by different sectors in KSA and the region, Mady (2009) focused on two sectors only, including food, while this study considered six sectors, of which the food sector was not one. ...
Organisational culture is one of the most important factors to focus
on to facilitate the implementation of lean within Saudi Arabian manufacturing.
Thus, this article focuses on contributing to develop a framework to improve
lean implementation into small and medium enterprise manufacturing
organisations in Saudi Arabia by leveraging aspects of organisational culture.
Qualitative research is confirmed to be useful for uncovering such insider
views on qualitative and grounded theory inside action research with and an
inductive approach. The proposed framework aimed to facilitate lean
implementation by leveraging aspects of organisational culture. A series of
interventions developed with participants. The planned interventions for SMEs
are should take place together as a series of interlinked interventions. The
contributions of this study are threefold: First, no previous framework of Lean
implementation in SMEs, to knowledge about the failure of lean
implementation. Finally, it supports the academic society with scheme for
proposal future research
... An organisational culture that is supportive supports the effective implementation of QMSs as culture is viewed as the glue that binds together all of the key elements of QMSs and it may support or inhibit the implementation process (Corbett and Rastrick, 2000). In their study, O'Mahony and Garavan (2012) found the quality management implementation process utilised a number of strategies to bring about cultural change at one of the universities in Ireland. ...
Purpose
The purpose of this paper is to describe how a large public university sustains its ISO 9001 quality management system (QMS) for the past 20 years. At the same time, this paper also provides a snapshot on the problems and challenges faced and overcame by the university in its quality journey.
Design/methodology/approach
This is a case study and therefore it describes interventions and experiences within the university as the subject understudy.
Findings
There are four main phases of QMS that the university has undergone, namely, initiation, internalisation, alignment and improvement in the last 20 years. Critical success factors for implementing and maintaining the QMS are commitment from people, training and good communication. Some of the problems and challenges encountered have included a lack of knowledge and understanding of the processes and standards, lack of relevant skills, lack of commitment and cooperation from people, lack of resources and poor communication.
Originality/value
This paper provides insights into the world of QMS’s sustainability in a large public university that will be useful as a guide for academic managers and administrators. It also presents the issues of transitioning from the previous to the current standard experienced by the university which has not been discussed by many.
... Empirical evidence of the impact of quality culture on quality or operational performance was provided by Adam et al. (1994) in Korea, New Zealand and the USA, Kanji and Wong (1998) in the construction industry, Ogbonna and Harris (2000) in UK enterprises, Barret andWaddel (2001a, 2001b) in Australia, and Corbett and Rastrick (2000) in New Zealand. Watson and Gryna (2001) analyse the quality culture in small businesses. ...
The concept of Industry 4.0 means a new paradigm of modern manufacturing. This phenomenon requires continuous innovation processes and technological development from each enterprise. Traditional concepts of quality must absorb changes and prepare themselves for new challenges. The studies linked to successful adaptation to Industry 4.0 focus mostly on technical dimensions and forget the impact of organisational culture. One should, however, remember that quality culture plays a crucial role in the organisational culture of manufacturing enterprises with elements of quality management implemented. Developed quality cultures support the innovation environment, which is why it is necessary for the enterprises to identify the current level of their quality culture and detect significant factors that differentiate individual quality cultures and focus on them. Given this fact, the aim of the paper is to analyse the typical cultures and quality concepts and to detect the factors that differentiate individual quality cultures in Slovakia. We use data from our own survey; dependences were indicated by means of correspondence analysis and the test of proportion. The improvement and assurance of quality, the use of information and the overall effectiveness are significant factors detected by the discriminant analysis. The conclusions of the survey may be used by scientific researchers but especially by manufacturing enterprises interested in quality which are coming to terms with the era of Industry 4.0.
... Research utilizing the Organizational Culture Framework and the culture survey has shown that constructive cultures are related to positive outcomes across industries-including quality in manufacturing organizations [15], client outcomes in human service organizations [16], and effective problem solving in nuclear power plants [17]. At the group or team level, both the strength and intensity of constructive norms have been shown to be positively relative to cooperation and teamwork [12]. ...
... A periodic analysis regarding the relevance of values for the organization's environment is indispensable, TQM turning into a "coerced working structure of the company, documented in effective procedures" (Irani et al, 2004), integrated both in technical and managerial terms, to determine the satisfaction towards quality and ensuring the best conditions for guiding human action and processes of the organization. Most scientific resources (Corbett, Rastrick, 2000) mention the tools of total quality as factors that may contribute to behavioral aspects, even without generating clear advantages, all these on the background of implementation of a "basic level of core values, assumptions and beliefs shared by members of the organization" (Irani et al, 2004) and in the context of an organizational culture representing a concrete set of collective rules, which govern the human factor behavior in the organization, directing the overall activity towards success or even excellence (Hofstede, 1991). Organizational culture is the one influencing people's behavior and also their actions or perception of quality, respectively, with direct impact on the quality of services provided. ...
The interest in quality improvement originally covered the field of production, later expanding on processes and to organizational management (TQM). This level distinguishes an active concern of integrating the human factor and interferes in the process of quality improvement. A strong participatory organizational culture (unambiguous and lacking theoretical discourse) enables the transfer of responsibility at every level and the implantation of qualitative approach to each active employee of the organization. Considering the current environmental conditions and the continuous process of change, organizational culture becomes the only possibility to ensure the tradition of teamwork and a constant transmission of quality-based mentality. An adhocracy oriented organizational culture, flexible and creative at the same time, is often used as a method of implementing TQM in the current context of economic and social dynamism. Simultaneously, the emphasis on collaboration allows interaction within the organization, coordination of activities and connection to the environment. The paper proposes a model of collaborative adhocracy that combines the advantages of the adhocracy oriented model developed by Mintzberg, with the one regarding collaborative leadership designed by Greiner. The suggested model uses a flagship type entity, through which adhocracy oriented social network transfers its knowledge, technology, solutions, engaging collaborative actions. There are listed the advantages of using such a model.
... This cluster of culture styles encourages members to perform tasks at a minimally sufficient level, while undermining the importance of meaningful interactions and relationship building with others in the organization (Cooke and Rousseau, 1988;Cooke and Szumal, 1993). It promotes a steady and reliable performance but does not strive for outstanding levels of individual performances (Kwantes and Boglarsky, 2007), as well as organizational performances (Corbett and Rastrick, 2000) and innovation (Cooke and Rousseau, 1988;Cooke and Szumal, 1993). In organizations where aggressive-defensive culture norms prevail, members are rewarded based on their performances in a manner that often creates a competitive environment that encourages confrontation in order to gain or maintain status in the workplace. ...
Purpose
The purpose of this paper is to fill the gap in the literature by exploring the perceived societal discrimination as an antecedent of perceived organizational discrimination, and investigating the impact of organizational culture (i.e. constructive, passive-defensive and aggressive-defensive culture norms) on perceptions of discrimination in the workplace.
Design/methodology/approach
A total of 176 American employees completed three surveys assessing perceived societal discrimination, perceived organizational discrimination and organizational culture online through Amazon Mechanical Turk. Data were analyzed using hierarchical multiple regression method.
Findings
Results suggest individuals’ perceptions of discrimination in the workplace are influenced by both perceived discrimination in society and perceptions of behavioral norms related to organizational culture. Findings in the current study indicated individuals’ attitudes and beliefs manifested in the societal context were carried into, and reflected in, the workplace. Additionally, beliefs related to organizational discrimination were found to be amplified or minimized depending on organizational culture; specifically, organizations dominated by culture norms reflecting behaviors related to individual security needs predicted higher levels, and culture norms reflecting behaviors related to meeting employee satisfaction needs predicted lower levels of perceived organizational discrimination.
Originality/value
This paper tested theoretical frameworks debated in the literature by exploring beyond institutional boundaries in the study of perceived discrimination by exploring perceived societal discrimination as an antecedent to perceived organizational discrimination. This project also is the first study (to authors’ knowledge) to investigate the impact of organizational culture on perceived organizational discrimination.
... This result agrees with Mady (2009), who found that there are no differences among the different types of sectors in KSA and the region in terms of their perception of competitiveness priorities such as flexibility, on-time delivery, cost reduction, innovativeness and quality improvement. The reason for this could be attributed to the lack of competitiveness in the market, and the fact that most types of industries are supplying to the local market; however, these results differ from those of other authors (Reed et al., 1996;Corbett and Rastrick, 2000;Curkovic et al., 2000), who verified that different sectors have different uses of quality and management practices. Further, this result is not in agreement with Mady (2009), who found that there is a difference in the quality and management practices used by different sectors in KSA and the region, Mady (2009) focused on two sectors only, including food, while this study considered six sectors, of which the food sector was not one. ...
... Principal contributions to the analysis of TQM have come from the Operations Management area (Challis, Samson, & Lawson, 2005;Martínez-Costa & Jimenez-Jimenez, 2009) and strategic management. Increasingly, operations management scholars have related cultural values and beliefs to operations management practices such as manufacturing strategy (Bates, Amundson, Schroeder, & Morris, 1995), and TQM (Corbett & Rastrick, 2000;Flynn & Saladin, 2006). All of these studies emphasise the importance of culture and call for further examination of the link among cultural attributes, operations management practices and performance. ...
The objective of this paper is to examine the relationship between organisational culture, total quality management (TQM) and organisational performance in context of Indian auto component small and medium enterprises (SMEs). Specifically, it proposes a conceptual model exhibiting proposed relationships between organisational culture, TQM interventions and organisational performance. Survey methodology was used for data collection from Quality Heads of Indian auto component SMEs which are Auto Component Manufacturer’s Association of India members. The proposed conceptual model has been tested using parameter estimation statistics and goodness-of-fit statistics of path analysis technique of structural equation modelling using AMOS 18.0. Based on the results, the proposed conceptual model establishing the following relationships has been validated: (i) there is no significant direct effect of organisational culture on organisational performance; (ii) organisational culture has a positive and significant impact on TQM interventions; (iii) TQM interventions have a positive and significant effect on organisational performance, and (iv) the mediation effect of TQM on the relationship between organisational culture and organisational performance is significant. On the practical front, the insights gained from the present study would help Indian auto component SMEs to adequately align their TQM interventions with their respective organisational culture, which in turn will improve their performance and thus will help them enhance their global competitiveness.
... Implementasi TQM juga berdampak positif terhadap biaya produksi dan terhadap pendapatan ( Gaspersz, 2005). Bukti lain juga menunjukkan bahwa perusahaan yang mengejar praktek terbaik TQM dapat mencapai keuntungan yang lebih tinggi dan cashflowsnya sebaik nilai pemegang saham yang lebih besar (Corbett and Rastrick, 2000). Menurut Sila et al. (2007) total quality mana-gement (TQM) memainkan peranan yang sangat penting dalam meningkatkan kekuatan daya saing perusahaan. ...
... The culture can be described as the beliefs which pervade the organization regarding the procedures used to conduct the business and how the employees should behave and the way they prefer to be treated (Corbett and Rastrick, 2000). In recent decades, food safety has become a significant issue (Barret, et al, Economic p erformance Q uality p erformance/ Q uality out come T ari et al .,(2007) ...
So far little and most likely no previous study had tried to investigate the relationship between Total Quality Management (TQM) practices and organizational performance particularly in post harvest processing of Indian citrus industry. Implementation of quality management in post harvest processing of citrus may take longer time to implement, and requires major changes in cultural aspects as well as stake holder mindset in citrus industry. Leadership, management, finance, organizational culture, skills and expertise are considered as the generic factors critical for the successful implementation within SMEs environment like citrus industry. Judgmental process of grouping similar requirements led to the classification of all these requirements into ten separate categories. Items identified for the purpose of measuring the performance of post harvest processing aspect and the items were clubbed in four categories. In this review paper several new critical factors pertinent to citrus industry have been identified and basic explanation has been provided, which may help in successful implementation of Quality management and contribute to the success of the citrus processing entity.
... Most of the empirical studies in the field of organisational research are on OC and performance (Flynn et al., 1994;Gordon and DiTomaso, 1992;Samson and Terziovski, 1999;Wilderom et al., 2000;Wilkins and Ouchi, 1983)[3]. There is also substantial work on OC and quality outcomes (Corbett and Rastrick, 2000;Davies et al., 2000;Gifford et al., 2002;Goodman et al., 2001). ...
Purpose
The aim of this paper is to clarify the concept of “school quality management culture” in relation to the general notion of “school organizational culture” and to review empirical studies which scrutinized the relation between organisational culture and quality management practices in education and business.
Design/methodology/approach
The paper builds on an extensive literature review which was conducted as part of a project which intends to develop an instrument to diagnose schools’ quality management culture in initial vocational education.
Findings
The paper demonstrates that school quality (management) culture exists and differs from school (organisational) culture. A pluralist view of culture and a differentiation perspective are more appropriate to explain the complex relationship between culture and quality practices than unified or integrated approaches. However, they also pose a challenge to empirical studies, because they call for longitudinal and multi-method research designs.
Research limitations/implications
The reciprocal relation between quality practices and school culture asks for a longitudinal and comparative research design. The findings also suggest to use multi-perspective and multi-method approaches and recommends cooperation between different, but comparable fields such as education, health or social work.
Practical implications
This paper offers a literature base and a theoretical model to improve deviseexisting data collection tools to support quality management in vocational and other educational institutions
Originality/value
Apart from the ideological question on whether “culture” is something an organisation is or an organisation has, the paper examines the question as to whether more “quality” conducive cultures can be discerned from less conducive ones in schools. Furthermore, it deliberates on whether an organisation’s quality management culture is part of, or different from, an organisation’s overall culture and presents models to guide empirical analyses.
Purpose
Although the debate about the interplay between quality management and organizational culture is long established, extant knowledge about their link is not consistent. This article attempts to fill such a gap by integrating current perspectives and insights through a literature review.
Design/methodology/approach
A domain-based literature review has been conducted, which followed the Scientific Procedures and Rationales for Systematic Literature Reviews. The knowledge core consisted of 76 items, which were analysed through bibliographic coupling and co-citation analysis. An interpretive approach was taken to articulate the study findings.
Findings
The current scholarly debate unfolds through four research streams, which emphasize the need for joint optimizing quality management and organizational culture embracing a longitudinal perspective. Similarly, the theoretical roots inspiring reviewed contributions are distributed in four clusters, which rely on the assumption that organizational excellence derives from the harmonization of quality management and organizational culture.
Practical implications
Quality management necessitates a supportive organizational culture to set the ground for excellence. At the same time, it modifies the inner traits of the organizational culture. Such cultural changes should be carefully handled to ensure a dependable quality orientation. Achieving organizational excellence involves mastering the interplay between quality management and organizational culture.
Originality/value
This article delivers an unprecedented systematization of the scientific literature. It identifies the main research streams through which the debate on quality management and culture evolves, shedding light on the main conceptual roots inspiring recent scholarly advancements. Alongside overcoming the fragmentation of the extant debate, this review enables the envisioning of an agenda for further developments.
The construction industry is a significant contributor to the economic development and performance of many countries. At the same time, this industry has long suffered from low productivity, poor project outcomes and disappointing results. The construction industry is therefore in need of a quality upgrade of construction companies so they will be able to achieve better organisational results. Based on a literature review into holistic evaluation and improvement techniques suitable for a systematic appraisal of the quality of construction companies and the subsequent improvement of this quality, the high performance organisation (HPO) framework was chosen for this purpose. It was applied on a construction company in the Netherlands, to evaluate whether the HPO Framework can yield an accurate picture of the current status of this company (i.e. how far along it was towards becoming an HPO) and whether it provides useful indications for improvement. Both were the case, and in fact the outcomes of the application of the framework indicated a high degree of alignment with financial and non-financial results of the case company. As such, the HPO Framework can be designated as a potential useful technique for other construction organisations, both in the Netherlands and in other countries, to help them in their quest for achievement of higher performance.
Significant developments in digital technologies can potentially provide managers and engineers with the ability to improve the quality of the construction industry. Acknowledging the current and future use of digital technologies in construction quality management (CQM), we address the following research question: What developments in digital technologies can be used to improve quality in the construction industry? In addressing this research question, a systematic review approach is used to examine the studies that have been used for the management of quality in the construction industry. This review indicates that there is a need for digital technology-based quality management to be: (1) enhance defect management for concealed work, (2) enhance pre-construction defects prevention as well as post-completion product function testing, and (3) research on construction compliance inspection as a direction. We suggest that future research focus on quality culture development, advanced data analytics, and behavioral quality assessment.
Quality, cost and delivery, aptly described as "manufacturing deliverables', are key for the success of any organization. In recent times, factors like speed of delivery, customization, flexibility, and competitive price are also considered as strategic variables. These developments have tremendously increased the pressure on the operations managers who are looking out for possible ways and means of achieving these multiple objectives. To be successful, TQM program may be included and reliable information on the results of implementation between departments should be made.
Tujuan penelitian adalah untuk peningkatan dan pengendalian kualitas produksi yang melibatkan faktor manusia dan mesin pada PT.X. Metode penelitian yang digunakan adalah alat bantu pengedalian kualitas yaitu Diagram Pareto dan Peta Kendali P untuk memudahkan dalam menganalisis penyebab kecatatan Produk Bolck Cylinder. Berdasarkan hasil penelitian yang telah dilaksanakan diketahui bahwa cacat yang sering terjadi adalah GH BlcShft cope 3 & 4, Scabing dan Gomi Drag. GH Blcshft cope 3 & 4 memiliki frekuensi kecacatan sebanyak 3,277 dengan presentase sebesar 40,6%. Scabing memiliki frekuensi kecacatan sebanyak 1,900 dengan presentase sebesar 23,5% sedangkan Gomi Drag memiliki frekuensi kecacatan sebanyak 1,580 dengan presentase sebesar 19,6%. Kata Kunci : Silinder Blok, Diagram Pareto, Peta Kendali P.
The purpose of this paper is to analyse the key success factors of total quality management (TQM) in state-owned enterprises (SOEs). To achieve the target of this research, the methodology is based on an explanatory study through an interview guide to generate specific items; and a quantitative approach using a self-administrated questionnaire. Using multiple linear regression, the results confirm that the successful TQM implementation requires a culture of trust, loyalty, good communication, and social cohesion. The findings confirm that leaders who involve employees in a TQM system succeed its implementing and fulfilling its objectives. However, the lack of knowledge of TQM tools and practices in SOEs makes the public service’s quality just an ephemeral management trend reserved only for private firms.
Quality is one of the various competitive edges, which is desired by any organization. Enhancing the quality in organization is essential for success in business. Managers of various companies are familiar that customer requirements are changing, and customers' expectations must be clearly understood. There are many theories that talk about quality management, but most promising theory is Total Quality Management. Total quality management and technological advancement becomes prime factor for business success. A positive and strong relationship was well founded between TQM and quality performance. The relationship between technology transfer performance and quality performance has become significant with the mediating role of the TQM. This paper shows the critical literature review on the impact of technology transfer performance on TQM and quality performance.
In the recent era, the manufacturing industries have been growing at a fast pace due to the increased demand of the present society. The government has also taken initiatives, and has lent a helping hand to the growth and development of these industries. Quality plays a vital role while not only dealing with the finished product but also while starting from procuring of quality raw materials, quality manpower, quality techniques, and quality process. Total Quality Management (TQM) programs initiated by different agencies are the medium for identifying the genuineness of implementing quality aspects in the above-mentioned factors. However, it is a vital issue to measure the assumption of the human resources towards the execution of TQM practices, adopted in the organizations. The view-point of the employee will certainly help to find out the effectiveness and the outcomes of the adopted TQM practices. The present research work was conducted at National Aluminum Company (NALCO), to examine the different outcomes of TQM practices by considering the responses of its employees. NALCO is one among the Navaratna Companies of our country. For research purpose, statistical tools like ANOVA, Regression test, etc. have been applied to evaluate the perception of the respondents to find out the contribution 0f TQM towards Organization Development.
Purpose
Lean enterprise (LE) is one of the emerging fields because of its impact across industry sectors. There were many LE framework articles published in the past without reviewing or considering the already published literature which lead to lots of inconsistencies in the existing frameworks of LE. This study aims to critically review the existing frameworks to identify inconsistencies and propose a new LE framework to overcome limitations of the existing LE frameworks.
Design/methodology/approach
A systematic literature review was conducted to identify the existing LE frameworks. All these identified frameworks were classified based on the following criteria: novelty of the framework; based on participation of academicians/practitioners/consultants; whether the proposed frameworks were verified; type of verification methodology used; and the degree of standardization of LE elements. A comprehensive LE framework was proposed after a thorough review of the existing LE frameworks which has been validated through reliability analysis and validity analysis.
Findings
The analysis revealed major inconsistencies such as lack of adaptation of existing frameworks in literature which lead to incoherent elements in LE frameworks. The study also found shortage of significant participation of academicians and practitioners in LE frameworks development compared to consultants. The present work established a road map to find a “cohesive theory of LE”, which resulted in the development of a set of coherent elements. Finally, a comprehensive LE framework was proposed with the help of extensive literature review. The initially proposed 106 elements were condensed to 50 after the validation to increase the focus and relevance.
Research limitations/implications
The proposed LE framework needs to be validated via an empirical approach or clinical approach such as a case study which will be the future work.
Originality/value
The present study performed extensive literature review to identify LE-related articles, corresponding elements and established coherency among them. A new comprehensive framework was proposed.
Quality has a significant role in the business environment of organizations because quality and continuous quality development can guarantee organization´s survival in competition. Quality is a must for every organization operating today. The definition of quality has been changing a lot, and more features are included in quality. The same process can be seen in the development of quality definition in the organizational perspective. For quite a long time, quality was mainly considered a product- or service-related issue, and the focus was slowly turning to organization’s Total Quality and the capacity of organizations to improve their performance to ensure the quality in every part of their organization.
This research is focusing on the life within organization, exploring the issues that occur within the organization and their effect on the organization’s performance. The main questions are: What are the main gaps in internal quality and customer satisfaction perspectives within different types of organization? Can there be found common gaps and reasons for them despite the type of organization? Can we build a common method with which to improve total quality?
The theoretical part is divided into research done in this field of research and its status at the moment. On the basis of the theory, a common method for the improvement of TQM is proposed. With a unique data collection method used in three case studies we can reflect on findings of the theory and collect evidence on the assumption that similarities in quality gaps and their reasons can be found in every organization. Additionally internal differences in quality and customer satisfaction perspectives and inconsistencies in quality management (quality gaps) and reasons by information, knowledge management, organization culture and organization structures were found to be main reasons for quality gaps. At the same time it was seen that there are many unique organizational issues influencing the primary reasons.
O segmento de couro tem valoroso papel na contribuição do desenvolvimento econômico de várias cidades brasileiras. Para tanto, é importante buscar uma gestão eficiente que contemple toda produção, visando o aumento do resultado financeiro, possibilitando a continuação da atividade. Diante da carência de estudos verificados, este artigo tem como objetivo diagnosticar por meio da Lean Supply Chain Management (LSCM) aspectos de melhoria na gestão do elo curtume da cadeia do couro do Oeste Paulista/SP. Para atingir o objetivo da pesquisa, utilizou-se como método de pesquisa o estudo de caso do tipo múltiplo, com a condução de visitas in loco e aplicação de formulário em cinco Unidades de Pesquisa. Destacam-se como resultados que os pilares da Gestão da Tecnologia de Informação, Gestão Logística e Melhoria Contínua são os que mais carecem de melhorias, necessitando empregar ações para melhoria em toda a cadeia.
Purpose
The purpose of this paper is to test the mediating role of entrepreneurial orientation in the nexus between cultural diversity (CD) and firm operational performance (OP).
Design/methodology/approach
The population of the current study is foreign industrial firms listed in the tax directorate of the Kurdistan region of Iraq (KRI). A stratified random sampling technique was applied to select 136 firms in KRI, with a response rate of 57 per cent. Smart-PLS was used to examine the hypothesised relationships in the proposed framework.
Findings
The results indicate that CD is significantly related to a firm’s OP. Entrepreneurial orientation (EO) is, in turn, significantly related to a firm’s OP. Furthermore, the results provide evidence that EO plays a mediating role in the nexus between CD and a firm’s OP.
Originality/value
The study highlights the importance of CD and EO in supporting a firm’s OP. In addition, the findings will provide scholars and managers a deeper understanding of the role of EO as a mediator through which CD enhances a firm’s OP.
Purpose
The purpose of this paper is to investigate the relationship between balanced scorecard (BSC) attributes and quality performance and the possible moderating effect of quality performance on the relationship between BSC and business performance. The positive findings from the multinational pharmaceutical organisations in Egypt may help the national pharmaceutical companies to improve their performance when incorporating the same tool (BSC) in their quality management system.
Design/methodology/approach
This research employs a quantitative approach to conduct a survey, and empirical data were drawn from 28 multinational pharmaceutical organisations in Egypt, 125 correct questionnaires were used for further analysis, and the research model was tested using the structural equation modelling technique by analysis of moment structures software.
Findings
The findings of the empirical research reveal that the BSC attributes significantly and positively relate to quality performance where strategy translated to operations has the strongest relationship, providing feedback/learning and communication have a moderate relationship, whereas alignment relation is negligible in the presence of other attributes. Additionally, BSC attributes have a significant positive relationship with business performance directly and indirectly and quality performance is the moderator. Also, the research suggests that the quality performance has a significant and positive relationship with business performance.
Research limitations/implications
The overall research implication is that the BSC certainly acts as a ground foundation for consolidating the quality management system. The BSC practices presented in this research emphasise that this tool is not just an integration of financial and non-financial metrics that measure performance; rather, it is a performance management system that reinforces the quality system and helps to harmonise the strategy and goals that leads to improvement in the performance levels.
Practical implications
The study shows that BSC practices support the organisational quality/business performances. Therefore, managers must develop and continuously refine their strategies, allocate sufficient resources for achieving targets of strategic measures, in order to achieve superior business performance.
Originality/value
Several studies approached the effect of some of BSC attributes on quality performance; yet, this research considers the association between the four attributes collectively with quality/business performance. Additionally, no previous research has comprehensively studied the moderating effects of quality performance on the relation between BSC and business performance, especially in pharmaceutical companies in Egypt.
Purpose
The purpose of this paper is to frame an empirical model with the priority of implementing soft critical successful factors (CSFs) of total quality management (TQM) in Chinese manufacturing companies.
Design/methodology/approach
In total, 23 hypotheses regarding the relationships among TQM factors and business results have been developed through literature review and are tested using the structural equation modelling (SEM). The data used in this study are collected from 228 manufacturing companies in the central area of China.
Findings
Of the 23 hypotheses, 11 were statistically significant, and according to the empirical results a conceptual framework complying to Chinese condition is constructed and discussed in the finding parts to group soft CSFs of TQM into different levels of importance.
Research limitations/implications
Researchers can use the framework to further study soft CSFs of TQM in detail, and extend it to explore their impact mechanism for a clearer and deeper understanding of the TQM.
Practical implications
The empirical framework for soft CSFs of TQM provides a new perspective for managers to implement the soft CSFs and optimise the quality management system of their manufacturing companies.
Originality/value
This research uses multiple, distinct indicators for each soft factor to test an elaborate SEM model of the relationships among them, according to the empirical results constructs a holistic framework classifying the importance level of soft CSFs of TQM, which is novel and subjected with Chinese condition and manufacturing characteristics.
Celem pracy było opracowanie koncepcji jakościowego ujęcia kultury organizacyjnej przedsiębiorstwa. Problemem badawczym pracy było rozstrzygniecie, w jaki sposób odwzorować kulturę organizacyjną przedsiębiorstwa w ujęciu jakościowym. Rozwiązanie przedstawionego problemu badawczego wymagało podjęcia sekwencji działań badawczych, po pierwsze, na podstawie analizy literatury, rozpoznano w jaki sposób łączy się kategorię jakości ze zbiorem zagadnień odnoszących się do kultury organizacyjnej. Po drugie, przedstawiono koncepcje jakościowego (kwalitologicznego) określania przedmiotów. Po trzecie, dokonano charakterystyki kultury organizacyjnej i przedstawiono schemat układu elementów kultury organizacyjnej. Następnie, opracowano koncepcje jakościowego modelowania kultury organizacyjnej, odwołując się do modelu kultury organizacyjnej według E.H. Scheina. W ostatniej części pracy wskazano kierunki dalszych prac badawczych.
The major research purpose was to develop a qualitative model of organization culture. The research problem was to formulate the qualitative approach to an organization culture. In order to solve the formulated research problem the several activities were realized, first, based on the literature review it was indicated how the category of quality is included to the studies of the organization culture. Second, the concept of an object qualitative modelling was introduced. Third, the organization culture was characterized. Then, the concept of the qualitative organization culture modelling based on the E.H. Schein model of organization culture was proposed. In the end the directions for further research were noticed.
Businesses try to differentiate from their competitors and to achieve a large market share, to survive in an increasingly competitive environment in the globalized world. In this direction, businesses should be positioned on the axis of continuous change and renewal. Since the products / brands are more similar to each other in terms of their functional properties, since they do not have a distinct selection criterion in consumer preferences, the quality and innovations made in products become more decisive in consumer preferences. The main purpose of the research is to examine the effect of product innovation and product quality on brand loyalty. Also this study examines effects of product innovation and product quality on brand awareness and brand image. In the scope of the research, 432 questionnaires were applied to smart mobile phone users living in the central district of Rize. After elimination of missing and incorrect questionnaires, 400 questionnaires were included. Data were analysed by Structural Equation Modelling. As a result, it is found that both product innovation and product quality have positive direct effect on brand loyalty and also have positive indirect effect on brand loyalty through brand awareness and brand image. In the study, it is also determined that that brand awareness and brand image have significant positive effect on brand loyalty. In this context, it is important for the smart mobile phone brands to be open to innovations and attach importance to quality in terms of providing customer loyalty.
İşletmeler, küreselleşen dünyada giderek artan rekabet ortamında ayakta kalmak, rakiplerinden farklılaşmak ve büyük pazar payı elde etmek için çalışırlar. Bu doğrultuda işletmelerin sürekli değişim ve yenilenme ekseninde konumlanmaları gerekmektedir. Ürünlerin/markaların fonksiyonel özellikleri bakımından birbirlerine daha çok benzemeleri sebebiyle tüketicilerin tercihlerinde ayırt edici bir seçim kriteri olmadığından, kalite ve ürünlerde yapılan yenilikler tüketici tercihlerinde daha belirleyici hale gelmektedir. Bu kapsamda araştırmanın temel amacı, ürün inovasyonu ve ürün kalitesinin marka sadakati üzerine etkisini incelemektir. Çalışmada ayrıca ürün inovasyonu ve ürün kalitesinin marka farkındalığı ve marka imajı üzerindeki etkilerini incelenmiştir. Araştırma kapsamında Rize ili Merkez ilçesinde yaşayan akıllı cep telefonu kullanıcılarına 432 anket uygulanmıştır. Eksik ve hatalı anketler elendikten sonra 400 anket analize dahil edilmiştir. Veriler AMOS programı kullanılarak yapısal eşitlik modeli ile analiz edilmiştir. Araştırmanın sonucunda hem ürün inovasyonunun hem de ürün kalitesinin marka sadakati üzerinde pozitif yönde doğrudan, marka farkındalığı ve marka imajı aracılığıyla da dolaylı bir etkiye sahip olduğu tespit edilmiştir. Ayrıca, marka farkındalığı ve marka imajı da marka sadakati üzerinde anlamlı ve olumlu yönde bir etkiye sahiptir. Bu bağlamda akıllı telefon markalarının yeniliklere açık olması ve kaliteye önem vermesi müşteri sadakati sağlaması açısından önemli bir unsurdur.
ZET Firmalar, küreselleşme ve teknolojinin gelişmesi ile birlikte zaman içerisinde bilinç düzeyi artan, satın alma niyetleri farklılaşan mevcut müşterilerini bünyesinde tutabilmek ve potansiyel müşterileri elde edebilmek için tüketicilerin istek ve ihtiyaçlarına göre ürünlerini piyasaya arz etmek durumundadırlar. Firmalar, ürünlerini piyasaya arz ederken diğer ürünlerden ayırt etmek ve tüketicilerin ürün ve hizmetlerin hangi standartta hangi nitelikte olduğunu anlamaları için marka ismi vererek ürünlerini farklılaştırmaktadırlar. Marka; firmaların ürünlerini diğer firmaların ürünlerinden farklılaştırmak için kullandıkları terim, simge, sembol, isim, harf ve rakam olarak tanımlanabilir. Bu çalışmada, tüketicilerin markanın; imajı, çağrışımı, algılanan kalite ve marka farkındalığının marka bağlılığı ve satın alma niyeti üzerine etkilerini ortaya koymak amaçlanmıştır. Araştırma verileri, İstanbul İlinde 384 kişiye yüz yüze anket yöntemi uygulanarak elde edilmiştir. Daha sonra bu veriler Cronbach Alfa Katsayısı yöntemi, Normallik testi, Faktör Analizi, Korelasyon ve Çoklu Regresyon Analizi ile test edilmiştir. Araştırma sonucunda, marka imajı, algılanan kalite ve marka farkındalığının marka bağlılığını ve satın alma niyetini etkilediği belirlenmiştir. Marka bağlılığını etkileyen en önemli faktör marka imajı iken, satın alma niyetini etkileyen en önemli faktör marka farkındalığı olarak tespit edilmiştir. Ayrıca marka bağlılığı ve satın alma niyeti ile en yüksek ilişki marka imajı arasında bulunurken, en düşük ilişki ise marka çağrışımı arasında bulunmuştur.
This chapter introduces the role of Total Quality Management (TQM) practices, thus explaining the introduction of Quality Management (QM) systems, the significance of TQM, the concept of TQM practices, the utilization of QM practices, and the relationship between TQM practices and quality performance. In addition, 17 TQM practices associated with quality performance (i.e., top management commitment, customer focus, training and education, continuous improvement and innovation, supplier quality management, employee involvement, information and analysis, process management, quality systems, benchmarking, quality culture, Human Resource Management [HRM], strategic planning, employee encouragement, teamwork, communication, and product and service design) are explained. This chapter serves as a valuable guideline for both researchers and practitioners to review their TQM programs in order to improve quality performance. Understanding the role of TQM practices on quality performance will significantly enhance the organizational performance and achieve business goals in the global business environments.
The purpose of this research was to test and analyze the effect of TQM practices implementation which consists of leadership, strategic planning, customer focus, information and analysis, people management, and process management to quality performance at Sermani Steel in Makassar. The population were 300 employees and the sample were chosen 150 employees as respondents. Sample technique which used was simple random sampling. Method of analysis which use both descriptive statistic and Structural Equation Modelling (SEM). Data processing uses two statistic tools i.e : SPSS for windows and AMOS 4.01. The finding of research indicate that : TQM practices implementation which consists of leadership, strategic planning, customer focus, information and analysis, people management, and process management have significantly and positive effect on quality performance. Leadership has dominant effect on quality performance (Critical ratio = 7,860 > t-table = 1,960; and probability = 0,000 < α = 0,05)
Evidence from past research and insights from an exploratory investigation are combined in a conceptual model that defines and relates price, perceived quality, and perceived value. Propositions about the concepts and their relationships are presented, then supported with evidence from the literature. Discussion centers on directions for research and implications for managing price, quality, and value.
Evidence from past research and insights from an exploratory investigation are combined in a conceptual model that defines and relates price, perceived quality, and perceived value. Propositions about the concepts and their relationships are presented, then supported with evidence from the literature. Discussion centers on directions for research and implications for managing price, quality, and value.
Evaluated the theoretical framework underlying the Organizational Culture Inventory by R. A. Cooke and J. C. Lafferty (1983, 1986), which profiles the culture of organizations and their subunits in terms of behavioral norms and expectations. Data provided by members of diverse organizations are used to illustrate that there was agreement within organizations, and that there were significant differences across organizations, with respect to the norms and expectations measured by the inventory. Subcultural differences within organizations were found to occur across hierarchical levels. Data on preferred norms indicate that members of different organizations agreed that the ideal cultures for their firms would promote achievement-oriented, affiliative, humanistic, and self-actualizing thinking and behavioral styles. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
ISO 9000 certification is one of the most popular quality assurance systems in the world. Despite its overwhelming popularity, there is considerable confusion and frustration surrounding the role and business value of ISO 9000 certification. A review of the literature revealed a major gap in research in this area of quality/operations management. The purpose of this study is to test the strength of the relationship between ISO 9000 certification and organisational performance in the presence and absence of a total quality management (TQM) environment. Our analysis is primarily of a large random sample of manufacturing companies in Australia and New Zealand. The central finding is that ISO 9000 certification is not shown to have a significantly positive effect on organisational performance in the presence or absence of a TQM environment. This supports the view that on average ISO 9000 certification has little or no explanatory power of organisational performance.
The search for a universal definition of quality has yielded inconsistent results. Such a global definition does not exist; rather, different definitions of quality are appropriate under different circumstances. In this article, we trace the evolution of quality definitions and describe the trade-offs inherent in accepting one definition of quality over another. The implications of using various definitions of quality in future research also are discussed.
Managing quality has become a serious endeavor for many U.S. companies. To improve quality, many have adopted new approaches such as Taguchi Methods for product and process design, statistical process control for improving supplier and process quality, computer-integrated manufacturing for improving design and production quality, and quality function deployment for translating customers' requirements into product specifications. Research suggests that management, not technology, is the key to quality improvement.
Executive Overview
As the quest for quality spreads through U.S. industry, many managers are confused by the multitude of terms used in reference to quality. In this article, I review the historical evolution of the quality movement as it spread across the world, and identify champions who periodically discovered new frontiers of quality. Each champion formulated a quality philosophy based on his own unique background and perspective.
This review shows how U.S. managers, in the quest for quality, have often gone offshore, particularly to Japan, to seek additional perspectives. Foreign quality champions such as Ishikawa, Taguchi, and others have contributed as significantly as their U.S. counterparts—Deming, Juran, Crosby, and others.
From an implementation viewpoint, each frontier of quality is integrated in a Quality Value-Chain framework. From this new framework it can be seen that successive frontiers of quality sought bigger challenges by attempting to integrate domains farther removed from core production or operational activities of an organization.
It is reasonable to expect that a phenomenon as pervasive as organizational culture affects organizational performance. "Strong" culture models, however, oversimplify the relationship. If scholars are to accurately analyze culture-performance links, they must combine more appropriate measures of culture's impact with careful attention to intrinsically cultural performance-related organizational processes.
Authors of the literature on total quality management (TQM) have been much more concerned with process than content. This article considers TQM in relation to firm orientation and identifies market advantage, product design efficiency, process efficiency, and product reliability as the key features of its content. Performance expectations for TQM, in the form of increased revenues, reduced costs, and their time lags, are addressed in the context of environmental uncertainty.
Normative beliefs are investigated in 32 units of a nationwide voluntary service organization. Staff members (n = 263) completed the Organizational Culture Inventory (Cooke & Lafferty, 1989). Performance data on community fund-raising success were obtained archivally. Security-oriented normative beliefs are negatively related to both fund-raising success and to staff job attitudes. Team-work-oriented norms are positively related to staff attitudes.
Normative aspects of organization culture, the distribution and total amount of control, employee performance and perceived quality of service were investigated in a cross-sectional study (n = 823) involving subjects from 159 organizations. A model integrating these constructs is presented, followed by an empirical investigation of hypothesized linkages. Significant relationships were found between organization culture and control distribution, culture and total amount of control, culture and service quality, culture and employee performance, and total control and service quality. Contemporary organizations are making substantial financial and human resource investments in training in problem analysis and problem solving techniques, within the context of Total Quality Management (TQM) programs and, in some cases, culture change efforts (Beer, Eisenstat, & Spector, 1990). These investments are being made in the belief, rooted partly in the "human relations management" movement (Fayol, 1946; Likert, 1961; McGregor, 1960), that the participation and involvement of all hierarchical levels will result in higher product/service quality and, subsequently, improved organization performance.
This paper compares organization culture assessments in two high reliability organizations (HROs) with each other, with similar assessments done in other HROs, and with assessments done in other kinds of organizations. It then assesses the consistency of the culture assessments in the two HROs reported here with the theoretical typology of HROs offered by Schulman, and compares the relationship of culture norms to attitudes and role perceptions found in this research with similar relationships found in the HROs. Finally, the paper provides field data from the two organizations reported on here that support Schulman's model.
Considers the approaches to quality improvement undertaken by organizations in Korea, New Zealand and the United States of America. Relates alternative quality improvement approaches to actual operating and financial performance. Productivity improvement approaches were also investigated and related to performance. Multiple quality and productivity interventions were correlated with eight actual quality, three productivity, and three financial performance measures. Results indicate that a specific profile of quality and productivity improvement approaches was significantly related to performance. The results varied in the different countries, but no country achieved significant correlations with all measures. The profiles varied, depending on whether organizations in the various countries were most interested in performance quality, productivity improvement, or financial performance.
Corporate culture plays a key role in the adoption and maintenance of a
continuous improvement environment. Yet the role that culture does play
and its nature tend to be overlooked or simplified so as to be almost
meaningless. Overviews aspects of corporate culture and uses a case
study of a professional company to show how they went about developing a
continuous improvement environment. The key lessons from the case study
include the need for “ownership” of jobs, self-esteem as a driving force
for continuous improvement, importance of activities related to
customers, achievement requiring teamwork, function replaced by process
and understanding through involvement in quality improvement programmes.
The post-Second World War era has seen the emergence of two strategies to improve the operational effectiveness of manufacturing firms: just-in-time (JIT) production systems and total quality management (TQM). Both evolved in Japan, and the West deciphered and applied them later. TQM has evolved in Japan over the last four decades, and JIT principles were developed and applied as an integral part of TQM philosophy. The West, however, deciphered JIT elements of Japanese manufacturing excellence first, followed by recognition of TQM as the underlying philosophy. Hence, these are viewed by a majority of Western researchers and practitioners in isolation (the traditional view). Examines the linkages between JIT and TQM from conceptual, philosophical, and implementation perspectives. Theorizes a synergistic interaction between JIT and TQM when they are viewed as an integrated strategy where JIT is an integral part of TQM philosophy (the integrated view). Provides theoretical support for the thesis that the organizations which implement JIT and TQM jointly as an integrated strategy with JIT elements embedded in the broader TQM philosophy outperform the firms which view them in isolation and implement either one.
The search for a universal definition of quality has yielded inconsistent results. Such a global definition does not exist; rather, different definitions of quality are appropriate under different circumstances. In this article, we trace the evolution of quality definitions and describe the trade-offs inherent in accepting one definition of quality over another. The implications of using various definitions of quality in future research also are discussed.
Examines organizational culture and organizational performance via a discussion of the models of culture and the empirical research conducted to investigate the causal relationship between them. Despite claims of a causal relationship, the culture-performance link remains unclear. There is a need to improve on the application of the concepts involved. Methodological issues as well as the influence of moderator variables are suggested for consideration in future research.
Quality management ignores organizational culture to a great extent. Establishes the relationship between organizational culture and quality management and presents a method for measuring organizational culture, illustrating the relationship in a case study. Gives recommendations for using the presented findings in practical management.
Despite a strong research output in quality in recent years, the
literature is still scant in empirical studies of commonly held quality
theories. Empirically investigates the operational and strategic impact
of improved process quality and describes the construction of a model of
process quality and its correlates in manufacturing. Using empirical
data, the study performs a micro assessment of the impact of quality on
operations performance. Implications for the business unit as a whole
are also considered. Since the research domain of the study is
manufacturing industry, the conformance dimension of quality has been
adopted as a more precise and measurable definition than those followed
in other research. Structural equation modelling (SEM) is used for
analysing the magnitude and direction of hypothesized relationships, a
rigorous and reliable way of testing multivariate data and path models.
Research findings generally support the consensus view that there is a
favourable impact of enhanced quality in the form of improvements in
productivity, inprocess inventory, on-time delivery, and manufacturing
cost. Flow-through effects on business performance were also noted
though not in all dimensions. This research complements
marketing-oriented evaluation which has been a feature of approaches to
date.
tag=1 data=Organization change and development
tag=2 data=Beer, Michael%Walton, Anna Elise
tag=3 data=Annual Review of Psychology. No.38 p.339-367
tag=6 data=^d ^m ^y1987
tag=8 data=MANAGEMENT
tag=10 data=Applying theory from psychology and organizational behaviour, organization development comprises a set of actions undertaken to improve organizational effectiveness and employee well-being.
tag=15 data=JOU
The Organizational Culture Inventory (R. A. Cooke and J. C. Lafferty, 1983) measures 12 sets of shared behavioral expectations associated with 3 types of cultures: constructive, passive-defensive, and aggressive-defensive. These cultural norms are hypothesized to influence thinking and behavior, motivation and performance, and satisfaction and stress of organizational members. Tests of 3 types of reliability and 2 types of validity on data provided by approximately 4,890 Ss indicate that the inventory is dependable for assessing normative aspects of culture. Obtained alpha coefficients support internal consistency; tests for interrater agreement show that significant variance in individuals' responses is explained by their organizational membership; and tests for differences across time show temporal consistency. Factor analysis provides general support for construct validity. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Organizational culture has been investigated along many different lines and with many different purposes since the first explosion of interest in the concept over 15 years ago. We are no closer now to understanding culture's nature and effects than we were when Peters and Waterman first told managers that the key to corporate success lay in having a strong culture, and then proceeded to prescribe a formula for such a culture. The value of the culture concept to today's managers remains problematic for two main reasons: we still cannot define it; and the link between culture and performance is tenuous. The paper evaluates the value of the culture concept to today's managers. © 1998 John Wiley & Sons, Ltd.
In recent years, Total Quality Management has become something of a social movement in the United States. This commentary returns to the writings of the movement's founders--W. Edwards Deming, Joseph Juran, and Kaoru Ishikawa--to assess the coherence, distinctiveness, and likely perseverance of this provocative management philosophy. We identify a number of gaps in what is known about TQM processes and outcomes, and explore the congruence between TQM practices and behavioral science knowledge about motivation, learning, and change in social systems. The commentary concludes with a prognosis about the future of TQM--including some speculations about what will be needed if TQM is to take root and prosper in the years to come.
Sumario: Total quality management (TQM) has become, according to one source, as pervasive a part of business thinking as quarterly financial results, and yet TQM's role as a strategic resource remains virtually unexamined in strategic management research. Drawing on the resource approach and other theoretical perspectives, this article examines TQM as a potential source of sustainable competitive advantage, reviews existing empirical evidence, and reports findings from a new empirical study of TQM's performance consequences
Leading the Way: A Study of Best Manufacturing Practices in Australia and New Zealand
- Australian Manufacturing Council (AMC)
A Season of Excellence? An Overview of New Zealand Enterprise in the Nineties
- C Campbell-Hunt
- L M Corbett
Level 5: Organizational Cultural Inventory-form I
- R.A Cooke
- J.C. Lafferty
Conversation with Edgar H. Schein, interview conducted by F. Luthans”
- E H Schein
An alternative to buzzword management: the culture-performance link
- L A Schlesinger
- R J Balzer
Empirical analysis of quality improvement in manufacturing: survey instrument development and preliminary results”
- D G Sluti
- K E Maani
- M S Putterill
Corrosive effects of failed TQ efforts
- R Yanderick
Leading the Way: A Study of Best Manufacturing Practices in Australia and New Zealand, Australian Manufacturing Council
- Australian Manufacturing Council
Beyond process: TQM content and firm performance
- R Reed
- D J Lemak
- J C Montgomery