Examining relationships between quality management and organisational performance in transitional economies

Delić, Milan; Radlovački, Vladan; Kamberović, Bato; Maksimović, Rado; Pecujlija, Mladen

doi:10.1080/14783363.2013.799331

Cited by 37 publications

(36 citation statements)

References 42 publications

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“…QM has frequently been assumed to be a multidimensional construct measured by such dimensions as customer focus (CF) (Lee & Lee, 2013;Samson & Terziovski, 1999), top management commitment (Lakhal, 2009;Sharma, 2006), leadership (Calvo-Mora, Picón, Ruiz, & Cauzo, 2013;Sila & Ebrahimpour;, employee training (Banerji et al, 2005, Kim et al, 2012Su et al, 2008), employee relations (Flynn et al, 1995;Herzallah et al, 2014), quality information and reporting (Kim et al, 2012;Terziovski, 2006;Zu, Douglas, & Fredendall, 2008), benchmarking (Dow, Samson, & Ford, 1999;Powell, 1995), process management (PM) (Fening et al, 2008;Kim et al, 2012;Kristal et al, 2010), supplier management (SM) (Ahire & O'Shaughnessy, 1998;Kim et al, 2012;Tari, Molina, & Castejon, 2007), product design (Kaynak, 2003;Kim et al, 2012;Merino-Díaz, 2003), statistical process control (Ahire, Golhar, & Waller, 1996;Lau, Zhao, & Xiao, 2004), quality planning (Feng, Prajogo, Tan, & Sohal, 2006;Prajogo & Brown, 2004), and continuous improvement (Delić et al, 2014;Rahman & Bullock, 2005).…”

Section: Dimensionality Of Qm: Limitations Of Prior Studiesmentioning

confidence: 98%

“…Numerous studies have attempted to investigate the direct and indirect effects of quality management (QM) on various aspects of organizational performance, including product quality (Ahire & O'Shaughnessy, 1998;Banerji, Gundersen, & Behara, 2005), customer satisfaction (Choi & Eboch, 1998;Terziovski, 2006), employee well-being (Liu & Liu, 2012), innovation (Delić, Radlovački, Kamberović, Maksimović, & Pečujlija, 2014;Kim, Kumar, & Kumar, 2012;Prajogo & Sohal, 2003), mass customisation capability (Kristal, Huangm, & Schroeder, 2010), competitive advantage (Flynn, Schroeder, & Sakakibara, 1995;Powell, 1995), profitability (Barker & Emery, 2006;Kaynak 2003), return on assets (Sharma, 2006), productivity (Banerji et al, 2005, Terziovski, 2006, market share (Douglas & Judge, 2001;Fening, Pesakovic, & Amaria, 2008), sales growth (Kaynak, 2003;Su, Li, Zhang, Liu, & Dang, 2008), and management perceptions of firm performance (Herzallah, Gutiérrez-Gutiérrez, & Rosas, 2014;Samson & Terziovski, 1999). Most of these studies conceptualised QM as a latent multidimensional construct that comprises several distinct but related dimensions measured by a set of indicators that reflect each dimension.…”

Section: Introductionmentioning

confidence: 99%

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Testing the dimensionality of the quality management construct

Elshaer

Augustyn²

2014

Total Quality Management & Business Excellence

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Numerous empirical studies have conceptualised quality management (QM) as either a multidimensional or unidimensional construct. While few prior studies tested some aspects of the assumed dimensional structure of the construct, no study has been found to have tested the construct's dimensionality using alternative factor analysis models. To gain a better insight into dimensional properties of the QM construct, this paper tests its dimensionality using three confirmatory factor analysis models (oblique factor model, higher-order factor model, and one-factor model) on a subset of data collected in a larger study that investigated the effects of QM on competitive advantage using a sample of 288 hotel managers in Egypt. The results of the three tests indicate that the QM construct is multidimensional. While this study contributes to advancing the QM theory and practice, further studies are needed to investigate the dimensional properties of the construct in greater depth. The results of this study may therefore stimulate research in this area and encourage the much needed debate on the dimensionality of the QM construct.

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Section: Dimensionality Of Qm: Limitations Of Prior Studiesmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

Testing the dimensionality of the quality management construct

Elshaer

Augustyn²

2014

Total Quality Management & Business Excellence

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“…The difference between Chi-square value for pairs of constructs in the model and Chi-square value when the correlation between these constructs is fixed at 1 must be statistically significant (p B 0.01; Ahire et al 1996;Delic et al 2013). This criterion is met for all the constructs.…”

Section: Reliability and Validity Assessmentmentioning

confidence: 99%

Developing a model to assess the success of e-learning systems: evidence from a manufacturing company in transitional economy

Marjanović

Delić

Lаlić

2015

Inf Syst E-Bus Manage

Self Cite

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This paper examines the success of an e-learning system in a company from the perspective of employees by using a multimethod approach. For this purpose Moodle learning management system was used. The success of e-learning as an information system was evaluated using four constructs of the updated DeLone and McLean IS success model-system quality, use, user satisfaction and net benefits, and adding one more construct-user performance. In this research a combination of observation and survey as two different research methods was used, which allowed the new measure to be incorporated into the model. Empirical assessment was carried out by exploratory factor analysis, confirmatory factor analysis and structural equation modeling. The research model was found to be valid and reliable. The results provide an expanded understanding of the constructs that measure the success of an e-learning system, helping to more deeply understand the key success dimensions and their interrelationships. The implications of our work were discussed. The DeLone and McLean IS success model applied equally well. However, the use of observation as a method of data collection revealed the weaknesses of the original model.

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“…Nonetheless, these investments do not always yield benefits (Psomas 2013). In fact, they may even have negative effects -such as an increase in bureaucracy and workload -that sometimes outweigh the rewards (Delic et al 2014). Studies have specifically analysed the results of implementing these standards, although assessing the effects of quality initiatives is difficult because few firms are able to isolate these effects or quantify them (Mann and Kehoe 1994).…”

Section: Literature Reviewmentioning

confidence: 99%

“…A small number of studies, however, do not report these positive effects, at least not in all cases or circumstances (Heras et al 2002;Wilson et al 2003;Martínez-Costa and Martí-nez-Lorente 2007;Martínez-Costa et al 2009;Boiral and Amara 2009;Delic et al 2014). These studies have consistently shown that it is not enough to formally implement ISO 9001 simply to follow the trend or boost the firm's image.…”

Section: Positive Effects Of Implementing the Iso 9001mentioning

confidence: 99%

The effects of implementing ISO 9001 in the Spanish construction industry

Román¹,

Peces²,

Idoeta³

et al. 2018

cuadernosgestion

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The ISO 9001 Standard – a quality assurance standard for products and services – is well established in the construction industry, which is one of the major industries in the world, including Spain. The objectives of this paper are, on the one hand, to analyse the results of adhering to this standard for construction companies in Spain, and on the other, to examine whether these results are affected by the size of the organization and the seniority of the certification. To this end, a questionnaire was sent to quality managers of 302 companies in the industry, and the responses of 126 valid questionnaires received were treated by descriptive analysis and ANOVA. From the answers gathered is concluded that obtaining the ISO 9001 certification has positive effects leading to benefits which are both “internal” and “external”. Some of the most significant internal benefits mentioned were improvements to the organisational processes, while among the external benefits, commercial aspects, such as better chances of competing on the market, were mentioned most frequently. It was also observed that the size of the organization does not significantly modify the positive effects of adherence to the standard, while the age of the certification itself, has a significant influence on the positive results of the adherence.

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Examining relationships between quality management and organisational performance in transitional economies

Cited by 37 publications

References 42 publications

Testing the dimensionality of the quality management construct

Testing the dimensionality of the quality management construct

Developing a model to assess the success of e-learning systems: evidence from a manufacturing company in transitional economy

The effects of implementing ISO 9001 in the Spanish construction industry

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