Determinants of the use of quality management practices in Latin America: the case of Argentina and Uruguay

Bello‐Pintado, Alejandro; Merino–Díaz-de-Cerio, Javier

doi:10.1080/14783363.2012.669544

Cited by 9 publications

(6 citation statements)

References 56 publications

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“…Our study identified several dynamic capabilities in the firms analyzed, most of them related to innovation and process improvement. This can be explained by Bello-Pintado and Merino-Díaz-de-Cerio (2013) study confirming that firms in developing countries have lower levels of implementation of innovative practices than firms in developed countries.…”

Section: Discussionmentioning

confidence: 86%

Resource and dynamic capabilities in business excellence models to enhance competitiveness

Zapata-Cantú¹,

Delgado

Gonzalez³

2016

TQM

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Purpose The purpose of this paper is to identify those resources and capabilities that enable national award-winning organizations to generate value to their stakeholders and provide evidence to institutions holding business excellence model (BEM)-based programs of how dynamic capabilities theory can enhance excellence models. Design/methodology/approach Qualitative research based on systematic review and content analysis. Findings Empirical evidence supports that BEMs should consider the resource-based view and dynamic capabilities perspective as a basis for their continuous improvement. These theoretical perspectives consider resources and capabilities for the successful execution of the strategic plan and for a faster response to environmental changes through dynamic capabilities. Research limitations/implications The study is based on a systematic review and content analysis of evidence submitted by three national quality awards from Europe, Singapore and Mexico. This research should be extended to other national quality award companies, and their customers’ and suppliers’ insights should be considered. Practical implications Regardless of corporate sector, organizations must recognize that visionary leadership is vital to their management models; a strategic plan and competent staff to execute the model are also of great importance. In addition, institutions holding BEM-based programs should evaluate incorporating dimensions related to dynamic capabilities and emphasize those strongly related to national culture. Originality/value Few studies in the BEMs literature have conducted resources and capabilities analysis from a multi-country perspective.

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Section: Discussionmentioning

confidence: 86%

Resource and dynamic capabilities in business excellence models to enhance competitiveness

Zapata-Cantú¹,

Delgado

Gonzalez³

2016

TQM

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“…Reasons supporting these are, among others, more financial capacity (Ghobadian and Gallear, 1997), more capabilities to manage the implementation process (Germain and Spears, 1999) and vertical relationships in favor of QM. Specifically, in the RP region, Bello-Pintado and Merino-Díaz-de-Cerio (2013) found a positive relationship between the adoption of QM practices and company size. On the other hand, industry type can explain the implementation of QM practices, mainly because of technological complexity.…”

Section: Methodsmentioning

confidence: 92%

Firms’ entrepreneurial orientation and the adoption of quality management practices

Bello‐Pintado

Kaufmann

Cerio

2018

IJQRM

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Purpose The purpose of this paper is to investigate the relationship between firms’ entrepreneurial orientations (EOs) and the adoption of quality management (QM) practices. The role of environmental uncertainty as the moderator of the former relationship is considered. Design/methodology/approach Using theories and related empirical evidences, two research hypotheses were argued and proposed. These hypotheses were tested using data collected from a unique sample of 301 Uruguayan and Argentinean manufacturing companies with more than 20 workers assessed through personal interviews. The empirical methodology includes statistic treatment for scale validation, statistic descriptive techniques and regression analysis. Findings Firms’ EO is determinant for the adoption of QM practices. The environmental uncertainty strengthens the positive impact of EO on the adoption of QM practices, mainly human resource management practices. Research limitations/implications The data come from a particular geographical context and refer to manufacturing plants. It would be interesting to extend the scope of this study to services. The collection of data from only one individual in each organization can generate a potential problem with using single-source information. Practical implications Innovative manufacturing companies that try to adopt advanced QM practices will benefit from hiring managers who are able to take risks, and to seek a long-term orientation toward being aggressive with their environment, especially in highly competitive contexts. Mustering these features may ensure perseverance in the adoption of advanced manufacturing practices, even in the presence of complex and uncertain environments. Originality/value The principal contribution of this paper is that it advances the study of the intersection between operations management and entrepreneurship, analyzing how firms’ EO affects the adoption of new methods and practices in manufacturing. Furthermore, it is important to highlight the fact that the authors use data from a unique survey of manufacturing companies from Argentina and Uruguay in the southern cone of Latin America. The authors also contribute to the open debate about the universality of QM practices.

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“…Although there are theoretical models which include more dimensions (Dubey & Singh, 2012), the ones we select are at the core of QM. In fact, they are the dimensions used in parsimonious models of QM using a small number of dimensions (see, for example, Bayo-Moriones et al, 2008;Bello-Pintado & Merino-Díaz-de-Cerio, 2013).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Analysing the relationship between QM, performance appraisal and pay for performance

Bayo‐Moriones

Torre

2021

Total Quality Management & Business Excellence

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The purpose of this paper is to analyse the relationship between quality management, performance appraisal and pay for performance in a sample of 203 manufacturing plants (including firms that do not apply quality management) in Spain employing at least 20 workers. We make a distinction between collaboration with suppliers, customer focus and the use of quality tools. This consideration of quality management as multidimensional will help to disentangle the complex interrelationships with performance appraisal and pay for performance. Our findings point to a positive association of customer focus, collaboration with suppliers and quality tools with performance appraisal evaluating results and behaviours. Regarding pay for performance, closer collaboration with customers is positively related to individual pay for performance. The use of quality tools is positively related to individual and firm pay for performance. The managerial implications point out that there is still room for improving the effectiveness of quality initiatives by incorporating changes in pay for performance and performance appraisal oriented to the adaptation to the principles of quality management. From the theoretical perspective, our paper underlines the importance of not considering quality management as a unidimensional reality when examining its relationship with other management practices.

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Determinants of the use of quality management practices in Latin America: the case of Argentina and Uruguay

Cited by 9 publications

References 56 publications

Resource and dynamic capabilities in business excellence models to enhance competitiveness

Resource and dynamic capabilities in business excellence models to enhance competitiveness

Firms’ entrepreneurial orientation and the adoption of quality management practices

Analysing the relationship between QM, performance appraisal and pay for performance

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