Establishment of Strategic Quality Management Performance Measurement Model ＂SQM-PMM＂： Key to successful implementation of Science TQM

The Strategic Quality Management--Performance Measurement Model （SQM-PMM） was established to enhance the key elements of successful Science TQM, a new quality management principle proposed by the author. The validity of SQM-PMM as a measurement methodology to ensure future management results through strategic quality management was verified.     

Strategic (MIS)FIT: The Implementation of TQM in Manufacturing Organizations

This paper explores how fit with the organization's strategic orientation relates to performance following total quality management (TQM) implementation. Conceptualizing the organization as a system of interrelated activities, we propose that TQM is an ‘elaborating element’ that achieves internal fit when the core elements of the activity system are orientated toward a ‘cost leadership’ rather than ‘differentiation’ strategic position. When internal fit occurs, TQM drives tighter interactions among core elements in the activity system, resulting in greater performance. Using longitudinal data from a sample of 780 manufacturing organizations, we find that TQM is positively related to performance for cost leaders, but negatively related to performance for differentiators. Our findings support the contingency perspective whereby internal fit serves as an overarching contextual factor influencing TQM success. Copyright © 2012 John Wiley & Sons, Ltd.     

ISO 9000/1994, ISO 9001/2000 and TQM: The performance debate revisited

The debate about the impact of ISO 9000/1994 on performance has been waging since its inception. While there is a general agreement regarding the positive impact of TQM on performance, there has been less agreement among the academics about the impact of ISO 9000/1994. Perhaps in response to such debate, the new ISO 9001/2000 has appeared purporting to be more in line with the TQM philosophy. As of now, how this 2000 version actually affects performance is yet to be explored. In this study, we compare the implementation of ISO 9000/1994 and ISO 9001/2000 as representing two different efforts to implement quality management practices. We evaluate its impact on company performance with a sample of 713 Spanish industrial companies. We also examine if the 2000 version of ISO is taking us closer to the implementation of TQM. Further, we depart from the past studies methodologically by considering performance as a formative construct rather than a reflective construct. Based on the mean and covariance structural (MACS) analyses, we conclude that ISO 9001/2000 certified companies do not perform noticeably better than ISO 9000/1994 or non-certified companies. However, we find that ISO 9001/2000 certified companies apply TQM at a higher level than ISO 9000/1994 certified companies, but whether they actually perform better is less clear.     

Exploring TQM awareness in the Greek national business context: between conservatism and reformism cultural determinants of TQM

This paper develops the theoretical understanding of the application of Total Quality Management (TQM) in business environments that differ from those from where it emerged. Business systems that are less developed tend to adopt more ‘sophisticated’ and formal strategic initiatives. The adoption of TQM by Greek organizations is a prime example. However, less has been said about the understanding of TQM or its cultural determinants in such environments. This paper, based on the results of 73 semi-structured interviews conducted with managers working in Greek public and private organizations, argues that there are two antithetical business-cultural ‘forces’ – conservatism and reformism – that seem to substantially affect the awareness and application of total quality concepts. Both features create pressures in the system, either restraining or promoting TQM implementation. In this context, the tension between traditional business culture and a modernization logic is the key to understanding the development of TQM.     

The impact of service quality and marketing on financial performance in the hospital industry: an empirical examination

Service quality and service marketing have both been studied extensively in relation to service organizations. In this paper we examine these areas simultaneously in terms of their impact on financial performance in the hospital industry. Drawing from the literature in the quality and service marketing areas, the area of service quality is represented in terms of the constructs of quality context and quality outcomes. Quality context (QC) describes the environment related to quality practices within a hospital which generally encourages and enhances service quality while quality outcomes (QO) comprises of specific clinical and patient satisfaction outcomes of the hospital. The area of marketing is represented in terms of the constructs of marketing orientation and market/product development outcomes. Market orientation (MO) is a well accepted, albeit complex, construct within the marketing literature. Generally, market orientation can be thought of as the process of effectively collecting, disseminating, and responding to information in order to enhance the marketing function within the hospital. Such information generally relates to market trends, customers, and competitors. Market/product development outcomes (MPD) refer to specific outcomes in relation to product innovation and market segmentation that are general indicators of the marketing effectiveness of the hospital. Although the evidence in the literature suggests that both service quality and marketing are independently related to organizational performance, the precise nature of the relationships among the variables described above is not clearly understood.Based on theoretical considerations, we propose a framework linking the above-mentioned constructs to the financial performance (FP) of an organization. Since QC and MO are theorized to be multidimensional constructs we use the technique of structural equations modeling (SEM) to test the model. Data were collected for the study from hospitals in a five-state region in the US. The results show that the constructs related to both service quality and marketing impact on financial performance. However, the results do not support the proposed framework of relationships. Instead, the results support a sequential chain of relationships among the constructs where MO mediates the effect of QC on QO, and MPD mediates the effect of QO on FP. Implications of these results for the hospital industry as well as for future research in the area are offered.     

The Ethical Dimension of Managerial Leadership Two Illustrative Case Studies in TQM

In recent decades, Total Quality Management (TQM) has become an important phenomenon in the world of business, but the implications and scope of quality programs are quite different everywhere. Since different explanations have been given, most authors agree that management commitment and leadership are indispensable elements for a successful TQM implementation. Nevertheless, the study of the literature reflects a terminological confusion on this point. The authors of this paper argue that commitment and leadership are not synonymous terms.While committed managers may lead the process of quality using exclusively their formal authority, those who are leaders generate a kind of influence that goes further than that. This paper suggests a multidimensional perception of leadership and upholds that only by considering the ethical dimension of leadership, together with technical and psycho-emotive ones, it is possible to explain more accurately interpersonal influences beyond the scope of power. As an illustrative example of the importance of considering each dimensions, the authors present two case studies of TQM implementation.     

关于建立提升的质量体系认证机制的构想

现行的质量体系认证制度缺少一种激励优秀企业向上的机制。建议通过ISO9000标准与TQM的整合 ,建立梯级的ISO9000认证机制 ,并探讨了其实施方法及要点     

基于TQM质量理念的高职教育质量观

新时期高职教育任重而道远，需要正确的高职教育质量观。基于TQM的质量理念，并且对新时期高职教育特点的再认识，我们可以提炼出符合高职教育工作实际的质量观，包括适用性的质量观、能力本位的质量观、全过程（全面）的质量观、保证适用的质量观。     

Customer Satisfaction,Training and TQM

Abstract

Managers within the hospitality industry make frequent reference to TQM principles. The extent to which these principles are applied effectively within the human resource management area of hospitality however remains under-researched. By applying TQM principles, this paper focusses on the relationship between customer service and training drawing upon comparative data from Western and Thai hotels. The paper also examines the perceptions of staff towards of hotels' guest-orientation and the provision of quality guest services. The researchers found that guest assessments of the performance of hotel frontline staff depend on their services function (e.g., front-office, housekeeping). The service quality skills needed by frontline staff were also found to differ in the case of Western and Thai hotels. Such differences merit proper consideration on the part of managers within the major hotel chains. The various findings may assist hospitality managers to determine appropriate strategies for the enhancement of guest services particularly in cross-cultural settings.