Quality Management
1. Introduction
Quality management has come forth as a management theory for heightening organizational efficiency and competitiveness (Dow et al., 1999; Grandzol and Greshon, 1997; Sila, 2007; Sanchez-Rodriguez and Martinez-Lorente, 2004). Several experimental surveys and studies propose that organizations attain higher levels of productivity and organizational functioning via successful execution of quality management (Easton and Jarrell, 1998; Powell, 1995; Das et al., 2000; Yeung et al., 2006; Santos-Vijande and Álvarez-González, 2009; Kaynak, 2003).
Quality management (QM) is delineated and calculated in experimental studies as the practices of firms that put into practice the doctrine such as focusing on customer, constant progression and improvement, and the teamwork to enhance the service and product quality (Prajogo and McDermott, 2005; Sousa and Voss, 2002; Dean and Bowen, 1994). Some studies, however, put forward demonstrate that Quality Management practices, particularly, infrastructure Quality Management practices and its core practices, affect performance (Sousa and Voss, 2002). (Dow et al., 1999; Powell, 1995; Samson and Terziovski, 1999 argue that just the Quality Management’s infrastructure practices, for example the dedication of executive, empowerment of employee, and focus of customer, impart to improvement of the quality, but the core Quality Management practices, for example the analysis and information, improvement of process, setting of benchmark, apparently do not. Contrariwise, Forza and Flippini, 1998; Rahman and Bullock, 2005; Sanchez-Rodriguez and Martínez-Lorente, 2004; Motwani et al. 1994; Adam et al., 1997 argue that they have discovered positive relationships among the core Quality Management performance and practices, and some analyses determined that the Quality Management practices, for example the job of superior management, the relations of employees, involvement of employee, and the selection and development of employee
Quality management has come forth as a management theory for heightening organizational efficiency and competitiveness (Dow et al., 1999; Grandzol and Greshon, 1997; Sila, 2007; Sanchez-Rodriguez and Martinez-Lorente, 2004). Several experimental surveys and studies propose that organizations attain higher levels of productivity and organizational functioning via successful execution of quality management (Easton and Jarrell, 1998; Powell, 1995; Das et al., 2000; Yeung et al., 2006; Santos-Vijande and Álvarez-González, 2009; Kaynak, 2003).
Quality management (QM) is delineated and calculated in experimental studies as the practices of firms that put into practice the doctrine such as focusing on customer, constant progression and improvement, and the teamwork to enhance the service and product quality (Prajogo and McDermott, 2005; Sousa and Voss, 2002; Dean and Bowen, 1994). Some studies, however, put forward demonstrate that Quality Management practices, particularly, infrastructure Quality Management practices and its core practices, affect performance (Sousa and Voss, 2002). (Dow et al., 1999; Powell, 1995; Samson and Terziovski, 1999 argue that just the Quality Management’s infrastructure practices, for example the dedication of executive, empowerment of employee, and focus of customer, impart to improvement of the quality, but the core Quality Management practices, for example the analysis and information, improvement of process, setting of benchmark, apparently do not. Contrariwise, Forza and Flippini, 1998; Rahman and Bullock, 2005; Sanchez-Rodriguez and Martínez-Lorente, 2004; Motwani et al. 1994; Adam et al., 1997 argue that they have discovered positive relationships among the core Quality Management performance and practices, and some analyses determined that the Quality Management practices, for example the job of superior management, the relations of employees, involvement of employee, and the selection and development of employee
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