bluuebunny/crossref_metadata_2025_split huggingface dataset:
How HR professionals drive TQM: a case study in an Indian organization
Authors: Palo Sasmita , Padhi Nayantara 
Published: January 2007

PurposeThe main objectives of the present research were to: look at the strategic role‐played by the HR professionals at various stages of TQM implementation; identify precisely how do they operate as internal consultants; study the interface between HRD and other departments to support TQM; and uncover various human resources challenges associated with TQM implementation in the sample organization.Design/methodology/approachData were collected both from the primary and secondary sources. The secondary data had been retrieved from the sources like the files, records, and documents, Annual Reports of the Company. Nevertheless, the analysis made is primarily based upon findings of the structured interview held with the senior executives of the HRD and Personnel Department, TQM‐ISO Cell, and other Supporting Departments, and trade unionist leaders.FindingsThe study finds out that the HR professionals helped out the top management in aligning HR and quality policies; formulating quality friendly policies, systems and procedures; crafting and communicating the TQM mission and vision; generating quality awareness among employees; get organized the organization as well as employees for TQM implementation; developing managerial support to quality action plans (QAPs); organizing quality workshops and TQM training programs; and shifting the conventional mind‐set of employees, etc. in the sample organization. They act as internal consultants to other departments in quality matters. Implementation of TQM in the company has engendered a number of HR challenges for instance, motivating knowledge workers, mobilizing key managerial personnel, obtaining employees satisfaction, overcoming communication barriers, resolving problems associated with PSU trappings and vastness of the organization, etc.Research limitations/implicationsThe study on its face appears to be limited as it is carried out in a single Indian organization, i.e. Rashtriya Ispat Nigam Limited/Vishakhapatnam Steel Plant. Thus, its findings cannot be generalized.Practical implicationsThe study prescribes certain HR strategies to strengthen the TQM‐HRM bondage in the company.Originality/valueThe findings are very useful from the standpoint of HR professionals.
Graph theory and matrix approach for performance evaluation of TQM in Indian industries
Authors: Kulkarni Sushma 
Published: January 2007

PurposeOnce the decision is taken to implement total quality management (TQM) in any organization, achieving TQM is a journey. It takes significant effort over an extended period of time. Seeks to propose a TQM performance index.Design/methodology/approachAn industry TQM performance index evaluates and ranks the various industries practicing TQM for a given period of time. Uses graph theory and a matrix approach.FindingsThe index is obtained from industry performance function, which is useful for identification and comparison of the different industries for their TQM performance. If the TQM evaluation is done correctly, the evaluation will present the profile of the organization to different audience, i.e. the customers, governments, other industries, funding agencies and public.Originality/valueThe model suggested for evaluation presents a logical approach to rank the industries and other organization practicing TQM or other quality program.
Leadership performance in TQM: a contingency approach
Authors: Svensson Göran 
Published: January 2007

PurposeThe objective is to describe and conceptualize leadership performance in total quality management (TQM).Design/methodology/approachA contingency approach to leadership performance in TQM is undertaken.FindingsContingency models of leadership performance in TQM are introduced. Principal parameters in these models are timely contextual accuracies – as well as they contain foresight versus improvidence accuracies – of TQM. A contingency process of leadership performance accuracy in TQM is also introduced. The accuracy parameters are linked by a process accuracy zone. It serves as a descriptive tool of leadership performance. Finally, a typology of leadership performances in TQM is conceptualised.Research limitations/implicationsGenerally, this paper is restricted to the core values of TQM, in which a set of core values unites the descriptions of TQM. In particular, this paper is limited to the core value of leadership/management commitment. An important area of further research is to examine the actual accuracy of leadership performance across contexts and over time, as well as foresight versus improvidence accuracy in TQM.Practical implicationsThe models, process and typology introduced may be applicable to examine and describe corporate leadership performance in TQM. They may also be used for teaching and training purposes, and in particular as an eye‐opener to the leadership itself, as well as to the employees, the shareholders and other stakeholders (e.g. analysts) in the marketplace. Furthermore, they may be used to position an organisation's specific leadership performance and to compare it with the leadership performance of others (e.g. competitors, suppliers and customers).Originality/valueThe contributions of this paper are: two linked contingency models of leadership performance in TQM, a contingency process, and a typology, both of which are of interest to both practitioners and scholars.
TQM implementation and students' satisfaction of academic performance
Authors: Sakthivel P.B. , Rajendran G. , Raju R. 
Published: January 2007

PurposeThe aim of the study is to develop a TQM model of academic excellence and empirically establish a relationship between TQM implementation and students' satisfaction of academic performance.Design/methodology/approachA sample of students from ISO and non‐ISO engineering institutions from South India has been taken for the study. Statistical measures like mean, t‐test, correlation and regression analysis were used.FindingsThe results reflect that ISO 9001:2000 engineering institutions are moving towards the path of TQM offering better quality of educational service than the non‐ISO institutions. A relationship between the five TQM constructs and students' satisfaction of academic performance has also been established.Research limitations/implicationsThis study has been conducted in higher engineering education from the students' perspective only. The study is limited to the privately funded engineering institutions. Research relating to other types of institutions namely the government institutions and the deemed universities can be taken up in future.Practical implicationsThe academic excellence model developed in this paper can be effectively implemented in the higher educational institutions to enhance the quality of education and students' satisfaction.Originality/value5C TQM excellence model is unique. Suggestions to educational authorities interested in improving the quality of education are valuable.
The impact of organizational culture on the successful implementation of total quality management
Authors: Mohammad Mosadegh Rad Ali 
Published: January 2007

PurposeThe purpose of the paper is to determine the impact of cultural values on the success of TQM implementation in Isfahan University Hospitals (IUHs), Iran, 2004.Design/methodology/approachIn this paper survey questionnaires were used to elicit responses from hospital managers and employees. Data collected included the characteristics of organizational culture in IUHs and the degree of TQM success and its implementation problems in these hospitals.FindingsThe paper finds that TQM success in IUHs was medium. Implementation of TQM was very low, low, medium and highly successful respectively in 16.7, 16.7, 58.3 and 8.3 percent of hospitals. TQM had the most effect on process management, focus on customers and leadership and management and less effect on focus on suppliers, performance results, strategic planning and focus on material resources. Human resource problems, performance appraisal and strategic problems were the most important obstacles to TQM success respectively. A total of 75 and 25 percent of hospitals had mechanistic and organic structure respectively. In total 41.6 percent of hospitals had weak organizational culture versus 58.4 percent medium culture. The success of TQM in hospitals with organic organizational structure and medium organizational culture was higher than mechanistic and bureaucratic hospitals with weak organizational culture (p<0.05).Originality/valueThe paper shows that TQM requires a quality‐oriented organizational culture supported by senior management commitment and involvement, organizational learning and entrepreneurship, team working and collaboration, risk taking, open communication, continuous improvement, customers focus (both internal and external), partnership with suppliers, and monitoring and evaluation of quality. By replicating this study in different countries and contexts the results could be very helpful for developing a model of TQM that can be implemented successfully in a cross‐cultural context.
Quality management through a national quality award framework
Authors: Cauchick Miguel Paulo A. 
Published: January 2007

PurposeAs the importance of health care is growing worldwide and it has undergone a significant change, this paper aims to report a case study in a hospital complex that implemented an excellence model framework.Design/methodology/approachReported in this paper is a case research approach in a hospital in Brazil. Data were gathered through semi‐structured interviews, direct field observation and archival data records. Then, the aggregation of results was done a posteriori to construct the case study.FindingsThe empirical evidence in the paper has shown that the introduction of the quality management framework based on a national quality award enhanced quality awareness and improved service quality and organizational performance. In addition, the use of the framework at the hospital supports organization leadership in the journey towards quality excellence.Research limitations/implicationsThe paper is limited to a single case study. Replications among other samples are needed to validate current findings. In addition, because quality management initiatives are not necessarily constant over time, there is a need to conduct longitudinal studies on a periodical basis. Nevertheless, there is a certain degree of generalization of what has been learned from the case study.Originality/valueThis paper is one of the few published studies that report and discuss the implementation of a quality management system based on a performance excellence framework in a country in South America.
Assessing managers' awareness of TQM
Authors: Vouzas F. , Psychogios A.G. 
Published: January 2007

PurposeThe aim of the paper is to analyze the rationale and the development of a measure that can be used in assessing managerial awareness and understanding of the concept of total quality management (TQM) within organizations.Design/methodology/approachA total of nine “soft” concepts of TQM were identified among the leading literature in quality management. The awareness of each one of these items was investigated among nearly 400 managers. The quantitative evidence was further analyzed by factor analysis and reliability tests.FindingsThe statistical analysis provided a distinctive and consistent, statistical measurement of the “soft” side of TQM. This measure consists of three items: continuous improvement and training, total employee empowerment and involvement and quality driven culture, which represent the whole concept of TQM approach.Research limitations/implicationsThe separate measurement of the “soft” side of TQM can result in a loss of information. It can be argued, however, that this measure can offer information of possibly different facets of a single phenomenon such as TQM.Originality/valueWhilst, the technical (“hard”) aspects of TQM are well documented and clearly measured, there is a general disagreement of what exactly composes the philosophical (“soft”) side of TQM. This disagreement provokes a major methodological problem with TQM being associated with the statistical measurement of its principles and concepts, which synthesize its whole theory. Thus, this study analyzes the method, which was used to develop a potential quantitative measure of the “soft” side of TQM that could be adopted in assessing managers' awareness of it.
A comparison of customers' readiness for mass‐customisation
Authors: Bardakci Ahmet , Whitelock Jeryl 
Published: January 2007

PurposeTo examine customers' readiness for mass‐customised products in two European countries, Turkey and the UK.Design/methodology/approachExamines the demand side of the market and begins to explore whether mass‐customisation can be implemented as an international product strategy. A questionnaire was developed, pre‐tested and administered in the UK and (after translation) in Turkey to potential new car buyers.FindingsA large proportion of customers from both countries would be willing to pay extra to own a product which exactly meets their needs and preferences. However, more respondents in the Turkish sample were willing to do so than in the UK sample. Additionally, Turkish respondents were keen to update the features of their car over time, which favours mass‐customisation.Research limitations/implicationsThis study is exploratory and limited in terms of research sample. Consequently further research is needed to verify the findings. Second, how far the organisation is ready to adopt a mass‐customised approach is a further question to be answered requiring further research. Future research in contexts other than new cars should also be undertaken. Finally, we have focused on “readiness” for mass‐customisation and do not attempt to provide any link between this “readiness” and behavioural intentions.Practical implicationsThere may be a viable market of customers for mass‐customised cars, in both the UK and Turkey. Producers now need to examine the price that would be acceptable to both customers and themselves.Originality/valueThis is the first systematic research study to address the demand side of mass‐customisation in two European countries.
Mutual and interactive trust in business dyads: condition and process
Authors: Svensson Göran 
Published: January 2007

PurposeThe objective of this research is to describe and develop a conceptual framework that differs between the constructs of mutual and interactive trust in business dyads.Design/methodology/approachThis study is based upon the empirical findings of a survey between a vehicle manufacturer (VM) and its most important suppliers.FindingsOn an overall level, there is both mutual and interactive trust between the VM and its suppliers, although on a specific level there is hardly any mutual trust, while there is interactive trust in the studied dyads, where one's trust is increasing the other's trust is decreasing.Research limitations/implicationsThe fact that the research was based upon a VM and its most important suppliers implies that the empirical findings of this research might not be generalised beyond the automotive industry. Another limitation has been the use of a trend dimension to estimate the interactive trust in the studied business dyads. Theoretical and managerial implications, as well as concluding thoughts and suggestions for further research of multidisciplinary and marketing channel aspects, are also provided.Practical implicationsEmpirically, the research contributes to explore the constructs of mutual and interactive trust in business dyads. The theoretical and empirical contributions serve as a fundament and a structure for further research of mutual and interactive trust.Originality/valueTheoretically, the contribution is a conceptual framework that distinguishes between mutual and interactive trust based upon two generic determinants, namely condition and process. A suggestion for further research is therefore to explore the process of interactive trust in business dyads at several occasions, and to match this to the condition of mutual trust. Accordingly, the empirical findings of mutual and interactive trust have to be further explored in different business dyads across industries.
The old, the young and the restless
Authors: Glaveli Niki , Kufidu Stella 
Published: January 2007

PurposeThe purpose of this paper is to present and analyse the changes that took place in the Greek banking industry in the last years, their impact on strategy and the role of employees' training and development for strategy implementation and success.Design/methodology/approachUsing four case studies attempts to investigate the effect of the environmental changes on these particular banks and the role of their training and development strategies in adjusting themselves to the changing industry environment.FindingsChanges in the external environment have reshaped the banking industry environment. Responding to that Greek banks have adopted new strategies. Differentiation on the basis of quality offered and diversification were the main focus of their competitive strategy. The rapid growth and products diversity engendered by a changing internal and external environment fostered by deregulation created a need for additional and more focused training and development. The beneficial effects of training were expected in terms of skills, cultural and role changes, homogenisation and decrease of tensions and insecurities, motivation, commitment, customer satisfaction, reduction of conflict in the workplace and finally quality improvement.Originality/valueShows that the changes in the external environment have initiated an emphasis on more strategic and integrated training and development effort for Greek banks.
Motivation, achievements and failure of strategic alliances
Authors: Zineldin Mosad , Dodourova Mariana 
Published: January 2007

PurposeA large number of industrial manufacturers are forming various types of alliances in a bid to improve their competitive position. The number of strategic alliances has almost doubled in the past ten years and is expected to increase even more in the future. However, while many organisations often rush to jump on the bandwagon of strategic alliances, few succeed. The failure rate of strategic alliances is projected to be as high as 70 percent. Interestingly, marriage relationships are found to have similar failure rate. In spite of the high failure rate of strategic alliances, very little is known about the potential failure factors and their possible correlation with alliance motivation and objectives. This paper aims to examine the importance that industrial manufacturers place on various motives for alliance formation and the potential reasons for alliance failure.Design/methodology/approachThis is in the form of a case‐ and survey‐based study of two large Swedish auto‐manufacturers in Russia.FindingsThe study demonstrates that strategic and managerial motivations are more important than financial and technological motivations, and that a strategic alliance (joint venture) strategy is better rewarded but riskier than a go‐it alone strategy in Russia.Originality/valueSurprisingly, the results do not show strong support that a go‐it‐alone strategy is less desirable than a joint venture alliance.
Company oriented investment interest and cross‐border transactions under globalisation
Authors: Bitzenis Aristidis P. 
Published: January 2007

PurposeTo investigate the trends of world foreign direct investment (FDI) flows during the last decades and to explore the reasons behind these trends and to examine the role of multinationals and their investment activities.Design/methodology/approachThis paper is based on the statistical data of FDI flows throughout the world and on an action field research which was also based on multinationals' investment behaviour. The FDI trends and the role of multinationals are evaluated.FindingsFDI can play a key role in improving the capacity of the host country to respond to the opportunities offered by global economic integration, a goal increasingly recognized as one of the key aims of any development strategy and an increased growth rate. World FDI inflows grew rapidly and faster than world GDP and world exports during the last two decades. There was a dramatic increase in FDI over the last decade (until 2000) which was based on globalisation and economic integration, technological improvements in communications, information processing and transportation, the changing framework of international competition and the deregulation of several key sectors. There was a dramatic decrease in FDI flows after the year 2000 due to the slowdown in the world economy. M&A deals are the most important driving factors behind overall FDI flows when at least one third (up to two third) of the total FDI flows are due to the M&A cross‐border deals.Research limitations/implicationsThe research should be also be expanded in continents (for example, Asia, America) in order to examine the multinationals' investment activities and behaviour in order to conclude about the FDI trends more thoroughly.Practical implicationsMore investment interest must be given to the developing or transition countries in which (where) the flows in absolute terms are too low. Moreover, the absence of large cross‐border merger and acquisitions in these countries, can obviously be explained by the lack of the existence of significant and well‐known large companies which could have the potential to become significant world players in the sector that they belong to.Originality/valueIt is a valuable paper for scholars, entrepreneurs and multinationals who prefer to understand the reasons behind the FDI trends and/or for the governments/politicians who prefer to create a framework in order to attract FDI flows to their countries by examining the experience of other countries.
Perceived uncertainty, networking and export performance
Authors: Babakus Emin , Yavas Ugur , Haahti Antti 
Published: January 2007

PurposeThe purpose of this paper is to develop and empirically test model depicting the relationships among perceived environmental uncertainty, domestic and foreign networking, and export performance.Design/methodology/approachA sample of small and medium sized enterprises (SMEs) from Finland, Sweden and Norway serve as the study setting. Data were collected via mail surveys from random samples of SME owners/managers. Usable responses were 75 from Finland, 111 from Sweden and 71 from Norway.FindingsOf the four dimensions of uncertainty, only uncertainty about supplier markets emerged as a significant driver of domestic networking activities of SMEs. While domestic networking did not have a significant influence, foreign networking showed a significant positive impact on SMEs' export performance. Firm size was found to have positive impacts on foreign networking and export performance.Research limitations/implicationsThe study was limited to manufacturing SMEs in a particular region. Replications in other industries and regions are needed to validate the current findings. People from Finland, Norway and Sweden share similar cultural values and they are low on uncertainty‐avoidance. Hence, they are not threatened by environmental uncertainties and, consequently, may not feel compelled to engage in networking to reduce uncertainty.Practical implicationsThe positive linkage between foreign networking and export performance suggests that public officials in these countries should encourage SMEs to strengthen their existing foreign networks and facilitate formation of new ones via trade missions in other countries.Originality/valueUnderstanding the role of networking, as a potential buffer between environmental uncertainty and export performance, should be of interest to both researchers and practitioners.