2014
DOI: 10.1108/bij-06-2012-0045
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Critical quality factors for successful TQM implementation in Libyan oil and gas sector

Abstract: Purpose – The purpose of this paper is to investigate quality factors that are absolutely essential for successful implementation of total quality management (TQM) in Libyan oil and gas companies (LOGCs). Design/methodology/approach – In all, 11 quality factors with 42 elements were identified to develop a questionnaire to carry out the survey in order to identify the quality factors that are seen by LOGCs to be critical to the success o… Show more

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Cited by 25 publications
(4 citation statements)
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References 52 publications
(38 reference statements)
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“…The present study differs from the previous literature in the sense that, previous studies have tried to identify the significant barriers that hinder the achievement of various dimensions of TQM philosophy like employee motivation (Khurshid et al , 2018; Saleh et al , 2018; Del Rio and Garcia, 2017; Kumar and Sharma, 2017; Sweis et al , 2015), training (Baidoun et al , 2018; Aquilani et al , 2017; Aamer et al , 2017; Ahmad and Elhuni, 2014), quality practice (Patyal and Koilakuntla, 2018; Aladwan and Forrester, 2016; Ahmad and Elhuni, 2014; Moges Belay et al , 2014), etc. These studies have completely ignored the impact of overall change in culture on TQM implementation process.…”
Section: Introductionmentioning
confidence: 82%
“…The present study differs from the previous literature in the sense that, previous studies have tried to identify the significant barriers that hinder the achievement of various dimensions of TQM philosophy like employee motivation (Khurshid et al , 2018; Saleh et al , 2018; Del Rio and Garcia, 2017; Kumar and Sharma, 2017; Sweis et al , 2015), training (Baidoun et al , 2018; Aquilani et al , 2017; Aamer et al , 2017; Ahmad and Elhuni, 2014), quality practice (Patyal and Koilakuntla, 2018; Aladwan and Forrester, 2016; Ahmad and Elhuni, 2014; Moges Belay et al , 2014), etc. These studies have completely ignored the impact of overall change in culture on TQM implementation process.…”
Section: Introductionmentioning
confidence: 82%
“…Benchmarking is a methodical technique by which businesses measure their performance against the most exceptional industry practice (Ahmad & Elhuni, 2014). It is an implementation for continuous improvement.…”
Section: Benchmarkingmentioning
confidence: 99%
“…Only a few of them have been conducted in non-manufacturing settings and/or emerging economies (Yongvanich and Guthrie, 2009;Ismail, 2007). There has been significant research in Libya focusing on the banking industry (Musbah et al, 2016;Agley-Mensah, 2017;Elnihewi et al, 2017), quality management (Abusa and Gibson, 2013;Ahmad and Elhuni, 2014), asset management (Beitelmal et al, 2017), healthcare management (Imhmed et al, 2014) and marketing performance (Elkrghli, 2017). The use of financial measures is still of great importance to most companies in both developing and developed countries (Mintz and Currim, 2013;Al Sawalqa, 2011;Fakhri, 2010;Neely, 2008;Ismail, 2007).…”
Section: The Adoption Of Mpms In An Emerging Marketmentioning
confidence: 99%