A perspective on United Arab Emirates small and medium-sized enterprises management utilising the European Foundation for Quality Management concepts of excellence

Rowland-Jones, Rhys

doi:10.1080/14783363.2012.756748

Cited by 13 publications

(6 citation statements)

References 20 publications

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“…Management should inform and guide staff about goals, procedures and techniques and provide for their training and development [59]. The success of TQM is based on the commitment of employees to continuous improvement, increasing the overall quality of services and products and creating a stable environment for growth, development and innovation [60]. Innovation can be developed and implemented either in one area or in many within the organization, with the ultimate goal of creating satisfied and loyal customers [61].…”

Section: Innovation and Total Quality Managementmentioning

confidence: 99%

Total Quality Management in Sport Tourism and the Hospitality Industry: The Case of Greek Luxury Resorts with Sport and Recreation Facilities and Services

Papaioannou,

Koronios,

Ntasis

et al. 2024

Sustainability

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Total quality management (TQM) refers to a way of management wherein senior management is committed to guiding employees in continuous improvement in all processes, services and products, with the ultimate goal of satisfying customer requirements and expectations. The purpose of the present study was to examine the impact of leadership, organization culture (OC), customer-oriented strategy (COS) and human resource empowerment (HRE) on innovation, as well as the effect of innovation on TQM for sustainable development in Greek luxury resorts with sport and recreation facilities and services. A quantitative 5-point Likert scale method was utilized for the purpose of this study, and an online questionnaire survey was adopted for the data collection. To evaluate the resilience of our model, we conducted structural equation modeling using SPSS and AMOS software. Varimax rotation with Kaiser normalization was utilized to enhance the robustness of the analysis. A total of 895 questionnaires were successfully gathered from 454 luxury resorts. This study validated that leadership, OC, COS and HRE positively impact the luxury resorts’ innovation and thus support that innovation had a significant impact on TQM, which in turn leads to their sustainability and effectiveness and is supported by the resource-based view (RBV). Furthermore, this study is the first within the Greek hotel industry that jointly estimates the influence of leadership, OC, COS and HRE on innovation and its concurrent effect on TQM for sustainable development, which has not been methodologically considered before and provides useful policy implications for managers within the hotel industry.

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Section: Innovation and Total Quality Managementmentioning

confidence: 99%

Total Quality Management in Sport Tourism and the Hospitality Industry: The Case of Greek Luxury Resorts with Sport and Recreation Facilities and Services

Papaioannou,

Koronios,

Ntasis

et al. 2024

Sustainability

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“…The transformations brought as a result of globalization and modern technologies have created a discontinuous landscape that challenges traditional ways of managing small and medium-sized enterprises (Rowland-Jones, 2013). Fok-Yew and Ahmad (2014) found a significant positive relationship between the style of transformational leadership and operational excellence.…”

Section: Literature Review and Theoretical Frameworkmentioning

confidence: 99%

Views of Assessors on the Role of Awards in Creating and Sustaining a Culture of Excellence

Alkhawaldeh¹

2023

JJBA

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This research paper aimed to clarify the assessors’ views on the role of awards in creating and sustaining a culture of excellence in the institutions and companies participating in the competition for winning excellence awards. It also aimed to reveal the perspectives of excellence assessors concerning the relationship between the impact of excellence awards on each of the three pillars of excellence (shaping the future and agility, alignment and integration and sustainable performance) and on creating and sustaining a culture of excellence. Outputs of one-sample T-test indicated that the impacts of excellence awards on future shaping and agility and alignment and integration are slightly below the moderate level. Outputs of one-sample T-test also indicated that the impacts of excellence awards on sustainable performance and creating and sustaining a culture of excellence are not statistically different from the moderate level. Results of correlation and regression tests supported the statistically significant relationships between the impacts of excellence awards on each of the three excellence pillars and on creating and sustaining a culture of excellence. The research concluded that building a culture of excellence is the right approach for continual improvement to achieve and sustain future success and business continuity.

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“…As an example of these differences, Lasrado (2019) found that the marketing and corporate image resulting from winning excellence awards is considered a key driver for implementing BEMs in UAE companies. Considering SMEs in the UAE, Rhys Rowland-Jones (2013) identified a strong need for leadership development among them, concluding that many of these SMEs cannot achieve the expected results, including adequate management systems and the enforcement of operational deadlines.…”

Section: Literature Reviewmentioning

confidence: 99%

Implementing business excellence models in Saudi nonprofit organizations and the impact of human resources availability

Salih

Dolah

2022

MBE

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Purpose This study aims to help nonprofit organizations (NPOs) implement business excellence models (BEMs). The authors identify and rank critical success factors and barriers to implementing BEMs among NPOs in Saudi Arabia and investigate the impact of human resources availability on BEM implementation in these organizations. Design/methodology/approach Based on the review of relevant literature, the authors designed a questionnaire completed by 138 NPOs. Factor analysis was used to measure and rank the criticality of success factors and barriers to BEM implementation. A Kruskal–Wallis nonparametric test was conducted to compare answers across groups classified by the number of full-time employees in the organization. Findings The study identifies the five most critical success factors for implementing BEMs in Saudi NPOs: data analysis and reporting capabilities, effective organizational communication, implementation strategy and approach, use of benchmarking and adoption of a clear governance framework. The five most critical barriers to implementing BEMs are the lack of a culture of continuous improvement, organizational strategy, qualified employees, customer orientation and clear organizational roles and responsibilities. The number of full-time employees in Saudi NPOs does not significantly impact the success or failure of implementing BEMs. Originality/value This paper is a continuation of research that aims to increase BEM adoption among NPOs, including micro-NPOs, in Saudi Arabia and, by extension, other countries.

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A perspective on United Arab Emirates small and medium-sized enterprises management utilising the European Foundation for Quality Management concepts of excellence

Cited by 13 publications

References 20 publications

Total Quality Management in Sport Tourism and the Hospitality Industry: The Case of Greek Luxury Resorts with Sport and Recreation Facilities and Services

Total Quality Management in Sport Tourism and the Hospitality Industry: The Case of Greek Luxury Resorts with Sport and Recreation Facilities and Services

Views of Assessors on the Role of Awards in Creating and Sustaining a Culture of Excellence

Implementing business excellence models in Saudi nonprofit organizations and the impact of human resources availability

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