Initiatives and outcomes of quality management implementation across industries

Department of Management, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong
Omega (Impact Factor: 4.38). 04/2003; 31(2). DOI: 10.1016/S0305-0483(03)00021-5
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DOI: 10.1016/S0305-0483(03)00021-5 This paper sets out to explore the quality initiatives of various industries and examine the links between quality management implementation and quality outcomes. We use the scenario in Hong Kong as a first step in addressing these research inquiries. Using Black and Porter's instrument (Decision Sci. 27 (1996) 1) and the various perceived performance measures representing quality management implementation and quality outcomes respectively, we conducted a mail survey to collect data from over 1000 companies with operational quality management systems and received 304 valid responses for data analysis. Analysis of variance (ANOVA) was used to analyze the data and the results are consistent with our prediction that the differences in quality initiatives by industry types affect the levels of quality management implementation and quality outcomes in different industries. In particular, we found that significant contrast exists between public utilities/service industries and manufacturing/construction industries, with the former group having a higher level of quality management implementation and achieving better quality outcomes. The emphases that they placed on their quality management implementation also seem to differ. Implications of the results are discussed and suggestions for further research on quality management and implementation are offerred. Author name used in this publication: Kee-hung Lai Author name used in this publication: T. C. E. Cheng

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    • "However, simply adopting best practices may not be a universally applicable solution to reach " excellence " or " world class " status. Recently, OS researchers have begun to look into the contingency factors that may affect the effectiveness of operations capabilities (Sousa and Voss, 2008), among which are industrial context (Lai and Cheng, 2003), national culture (Voss and Blackmon, 1996), firm size (Sila, 2007), and competitive priorities (Ketokivi and Schroeder, 2004a). "
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    • "189 –204 issn 1059-1478 ͉ 05 ͉ 1402 ͉ 189$1.25 © 2005 Production and Operations Management Society ing industry, and that QM practices seem to have little association with any performance measures in the construction industry. Lai and Cheng (2003) showed that differences in quality initiatives by industry type affect the levels of implementation of quality management and quality outcomes. As a whole, the studies have suggested that quality management tends to have mixed results when covaried with industry type (Samson and Terziovski 1999). "
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