Critical factors for quality management initiatives in small- and medium-sized enterprises

Assarlind, Marcus; Gremyr, Ida

doi:10.1080/14783363.2013.851330

Cited by 44 publications

(34 citation statements)

References 53 publications

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“…This study confirms the results of previous research showing that SMEs are not a homogenous group (Barad and Gien, 2001;Cagliano and Spina, 2002;O'Regan and Ghobadian, 2004;Assarlind and Gremyr, 2013), in contrast to those studies that have treated SMEs as generic units independent of industry and of whether they are original equipment manufacturers or a subcontractors (see, e.g., Tsai, 2010;Choudhari et al, 2012a;2012b). In addition, these results have highlighted the need for further studies of companies in specific industries.…”

Section: Resultssupporting

confidence: 72%

“…This might lead to greater homogeneity among companies, which is consistent with new institutionalism theory (DiMaggio and Powell, 1983). In contrast to the homogeneity proposition made by new institutionalism theory, previous studies of SMEs have shown that they cannot be divided into homogenous groups based on their numbers of employees (Barad and Gien, 2001;Cagliano and Spina, 2002;O'Regan and Ghobadian, 2004;Assarlind and Gremyr, 2013). This raises an important question: Do subcontractor SMEs behave in similar ways and make similar manufacturing choices?…”

Section: Introductionmentioning

confidence: 62%

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Homogeneity of manufacturing choices in subcontractor SMEs

Löfving

2016

Journal of Manufacturing Technology Management

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PostprintThis is the accepted version of a paper published in Journal of Manufacturing Technology Management. This paper has been peer-reviewed but does not include the final publisher proofcorrections or journal pagination. Homogeneity of manufacturing choices in subcontractor SMEsStructured Abstract:Purpose: This paper investigates the choices made in manufacturing decision categories by subcontractor small and medium-size enterprises (SMEs) and determines if subcontractor SMEs make homogenous manufacturing choices.Design/methodology: A literature review was used to develop theoretical propositions. A multiple case study with 19 subcontractor SMEs was conducted. Findings:Factors that might lead to homogenous choices in the manufacturing strategy decision categories were formalised into four theoretical propositions. The propositions were based on new institutionalism factors as well as SME factors. The findings reveal that there is considerable heterogeneity across the subcontractor SMEs in the various manufacturing decision categories. However, there are similarities between some manufacturing choices. This can partly be explained by the proposed factors and partly by other factors, such as SME characteristics and process choices. Research limitations/implications:The study reinforces the need for more research that is focused on manufacturing decisions and choices in SMEs. All cases were of Swedish SMEs belonging to three different industries, potentially limiting the generalizability of findings to other industries or countries. Practical implications:This study highlights the importance of the different choices made considering manufacturing and the factors influencing those choices. This provides guidance for managers when they make manufacturing choices in various decision categories.

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Section: Resultssupporting

confidence: 72%

Section: Introductionmentioning

confidence: 62%

Homogeneity of manufacturing choices in subcontractor SMEs

Löfving

2016

Journal of Manufacturing Technology Management

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“…For example, Vaccaro et al (2012) observed that the stronger role of transformational leaders in larger organizations compensated for institutional complexity. In SMEs, a more people-oriented, less hierarchical and flexible approach (Ghobadian & Gallear, 1996Assarlind & Gremyr, 2014) facilitates the communication of policies and strategies, and therefore the role of leaders in change management is less paramount. This observation may contradict a common perception that small organizations rely on their owner to implement change.…”

Section: The Potential Effect Of Size On the Role Of Leadershipmentioning

confidence: 99%

What is the effect of size on the use of the EFQM excellence model?

Escrig

Menezes

2016

IJOPM

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Purpose By contrasting a contingency with a universal approach to business excellence models (BEMs), the purpose of this paper is to investigate the effect of size on the use of the European Foundation for Quality Management (EFQM) model by organizations that were officially “Recognized for Excellence” in Spain. It considers the potential differences between large organizations and SMEs on the level of adoption of EFQM criteria and on the impact that enablers-criteria may have on key performance measures. Design/methodology/approach This study uses actual sub-criteria and criteria scores attained by organizations in their assessment for EFQM recognition. Scores of a population of 216 organizations are analyzed via analysis of variance, factor and structural equations models. Findings Although there are some criteria in the EFQM model that appear to be universally adopted irrespective of size, the empirical analyses indicate that size may shape the adoption of other criteria and the impact that enablers can have on results, thus supporting a contingency perspective. Moreover, the findings call for the revision of the relationships embedded in the EFQM model. Originality/value In contrast to most previous research, which relied on surveys of managers’ perceptions, this study uses the actual scores achieved by organizations in their assessment for EFQM recognition. It addresses the effect of size on the whole model, which so far has been neglected in the literature. All in all this study contributes to the literature on contingency approaches to best practices, and more specifically to BEMs. To the practitioner, it provides guidelines for addressing perceived performance gaps in their pursuit of recognition for excellence.

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“…However, implementing such a system in a small business is more challenging due to creation and maintenance costs, an absence of formal planning, leadership issues, a lack of a process approach to management, and insufficient risk assessment (ISO, 2016;Maekawa et al, 2013;Yamanaka, 2008). Therefore, a small business needs to establish specific criteria to implement a formal quality management system, such as stepwise, monitored implementation; realistic goals; manager and employee training; support OPEN ACCESS from external consultants; managerial involvement; and effective monitoring of the results (Assarlind & Gremyr, 2014).…”

Section: Small Business: Specificities and Managementmentioning

confidence: 99%

“…Studies on quality management in small businesses demonstrate that formal knowledge on its related concepts is often precarious; that an inward outlook rather than on customer needs tends to minimize results; and that implementing quality management should be supported by simple, uncomplicated, easily-learned processes (Agusti & Deschamps, 2013;Assarlind & Gremyr, 2014;Aziz & Ahmad, 2013;Zimon, 2016). ISO 9000 certifications are rare.…”

Section: Small Business: Specificities and Managementmentioning

confidence: 99%

e-Qualifácil: Preparing Small Businesses for a Quality Management System

Bianchi

Ferraz

2020

BAR, Braz. Adm. Rev.

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More than 95 percent of all the businesses around the globe are small-and medium-sized (International Organization for Standardization [ISO], 2016). However, the limited resources of small businesses represent a difficulty in implementing a quality management system (QMS) complied with ISO 9001:2015, which is many times demanded by the supply chain of these companies. The object of this research was to develop an artifact, named e-Qualifácil, to access the current stage of the small business' QMS. Using the Design Science Research method, the artifact was built considering the seven guidelines of the Design Science and the five phases of research applied to development cycles of artifacts. e-Qualifácil was tested in three small businesses of discrete manufacturing. For each business, the artifact generated a prioritized list of activities that together represent an action plan for the adequacy of business' process to the requirements of the ISO 9001 standard. In addition, the application process of the artifact pointed out the lack of leadership in planning, formalization and control of quality processes, and technical processes in general. Design Science Research showed up as a good option to include rigor in organizational interventions and a practical tool to strengthening knowledge dissemination.

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Critical factors for quality management initiatives in small- and medium-sized enterprises

Cited by 44 publications

References 53 publications

Homogeneity of manufacturing choices in subcontractor SMEs

Homogeneity of manufacturing choices in subcontractor SMEs

What is the effect of size on the use of the EFQM excellence model?

e-Qualifácil: Preparing Small Businesses for a Quality Management System

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