Is Sustainable Development an Issue for Quality Management?

Jasiulewicz-Kaczmarek, Małgorzata

doi:10.1515/fman-2015-0011

Cited by 14 publications

(6 citation statements)

References 49 publications

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“…The findings reveal a positive connection between total quality Impact of total quality management (TQM) practices on sustainability and organisational performance management and sustainability. In the literature, the outcomes of this study showed the importance of TQM and its impact on sustainability (Elhuni, 2014;Abusa, 2011, Tena et al, 2001, Jasiulewicz Kaczmarek, 2014, Mendez & Vila-Alonso, 2018. The findings also reveal a significant link between total quality management and performance of an organisation.…”

Section: Discussionsupporting

confidence: 51%

Impact of Total Quality Management (TQM) practices on Sustainability and Organisational Performance

Wassan

Memon

Mari

et al. 2022

J APPL RES TECH ENG

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Total quality management (TQM) has been identified as a key driver of organizational performance in public and private organizations. Organizational culture, along with TQM and sustainability has been investigated to understand its contributions to organizational performance. TQM has become a crucial pillar for growth and development due to the growing expansion of manufacturing sectors of the world. TQM practices, which may differ in manufacturing firms, are said to be important for effective TQM adoption. However, it was found that organizational performance can be achieved if TQM practices in manufacturing businesses are well managed. Therefore, this study is carried out and the purpose of the study is to propose a conceptual model to investigate the relationship between TQM practices, sustainability, and organizational performance and to demonstrate the impact on organizational performance. The data underlying this study was collected by using a questionnaire survey in the manufacturing industries. The tool of analysis was used for the study through Factor analysis and confirmatory factor analysis (CFA). The findings of the study revealed that total quality management and sustainability are the most important approaches to the success of the performance of manufacturing industries. The results show that TQM and sustainability have a positive impact on organizational performance. In the radiance of these outcomes, a framework was created in view of relationship between significant practices of TQM, sustaibanility and organistaional performance. Generally, it is accepted that total quality management can produce a sustainable competitive benefits in organisational performance.

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Section: Discussionsupporting

confidence: 51%

Impact of Total Quality Management (TQM) practices on Sustainability and Organisational Performance

Wassan

Memon

Mari

et al. 2022

J APPL RES TECH ENG

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“…Among these frameworks, the EFQM excellence model, which is one of the most used business excellence model across European organisations (Araújo and Sampaio, 2014), provides best practices to take into account the impact that organisational activity has on society and to balance the needs of different stakeholders (McAdam and Leonard, 2003; Asif et al , 2011). Moreover, Jasiulewicz-Kaczmarek (2014) found that the literature acknowledges that the approaches based on business excellence models, such as the EFQM model, are used by organisations for the integration of CSR into business processes. In this regards, representative papers may be Tokarcikova et al (2014), who considered the EFQM model to be one of the most commonly used methods for evaluating CSR; Olaru et al (2011) showed that how specific values of CSR are comprised into the EFQM excellence model; or Avlonas and Swannick (2009), who exhibited how organisations adopting the EFQM model are more likely to increase value for stakeholders that those not adopting the model.…”

Section: Introductionmentioning

confidence: 99%

The relationship between EFQM levels of excellence and CSR development

Martín-Gaitero¹,

Tena

2018

IJQRM

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Purpose The purpose of this paper is to analyse the level of corporate social responsibility (CSR) development, in accordance with the dimensions of Maon et al.’s (2010) model, which could be achieved when organisations adopt the EFQM model, as well as how the EFQM model can foster this CSR development. Design/methodology/approach The research method chosen was a qualitative methodology involving multiple case studies. The empirical research relies on an in-depth study of four cases of organisations recognised by the EFQM model in Spain. Findings The findings show that, although a higher commitment to the EFQM model implies a greater level of CSR development, with the knowledge and attitudinal dimensions more developed than others, organisations still have to make CSR an internalised management ideology. Research limitations/implications The very nature of the process of EFQM assessment does not ensure uniformity in all aspects of management. Limitations that are inherent to case studies: factors that can be chosen by the researcher, such as geographical location, size, sector and ownership, can have an influence on the characteristics of the CSR practices that are found. Practical implications This study contributes to the literature on excellence by approaching the EFQM model as a tool to integrate CSR issues into management. Social implications A relationship between commitment to excellence and CSR development does exist. Originality/value To the best of the authors’ knowledge, no previous analysis has been performed to address the potential relationship between CSR development in accordance with Maon et al.’s (2010) model and commitment to excellence.

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“…That can ultimately have a positive impact on the running and sustainability of the business. To achieve sustainability in an enterprise it is necessary to focus not only on the results of the enterprise but also on its processes [21] [34]. The results of many studies [51] [40] indicate that the best management principles, models, and practices are those that positively contribute to sustainable development.…”

Section: Theoretical Background Of Quality Management Practicesmentioning

confidence: 99%