Managing quality: critical links and a contingency model

Saad, Germaine H.; Siha, Samia M.

doi:10.1108/01443570010343717

Cited by 45 publications

(29 citation statements)

References 12 publications

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“…These studies assessed firms across industries and internationally, comparing manufacturing and service firms, focusing on small firms and within specific industries [1][2][3][4] . Typically, within an industry a few leading organizations have been early adopters who have taken initial steps in implementing quality management practices and oftentimes they have been followed by other organizations who have made additional applications and refinements of quality practices.…”

Section: Introductionmentioning

confidence: 99%

Assessment of Quality Management Practices Within the Healthcare Industry

Miller¹

2009

American Journal of Economics and Business Administration

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Problem Statement: Considerable effort has been devoted over the years by many organizations to adopt quality management practices, but few studies have assessed critical factors that affect quality practices in healthcare organizations. The problem addressed in this study was to assess the critical factors influencing the quality management practices in a single important industry (i.e., healthcare). Approach: A survey instrument was adapted from business quality literature and was sent to all hospitals in a large US Southeastern state. Valid responses were received from 147 of 189 hospitals yielding a 75.6% response rate. Factor analysis using principal component analysis with an orthogonal rotation was performed to assess 58 survey items designed to measure ten dimensions of hospital quality management practices. Results: Eight factors were shown to have a statistically significant effect on quality management practices and were classified into two groups: (1) four strategic factors (role of management leadership, role of the physician, customer focus, training resources investment) and (2) four operational factors (role of quality department, quality data/reporting, process management/training and employee relations). The results of this study showed that a valid and reliable instrument was developed and used to assess quality management practices in hospitals throughout a large US state. Conclusion: The implications of this study provided an understanding that management of quality required both a focus on longer-term strategic leadership, as well as day-to-day operational management. It was recommended that healthcare researchers and practitioners focus on the critical factors identified and employ this survey instrument to manage and better understand the nature of hospital quality management practices across wider geographical regions and over longer time periods. Furthermore, this study extended the scope of existing quality management literature to the healthcare industry throughout an entire state and contributed to theory about the nature of quality management practices.

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Section: Introductionmentioning

confidence: 99%

Assessment of Quality Management Practices Within the Healthcare Industry

Miller¹

2009

American Journal of Economics and Business Administration

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“…Research has shown that contingency factors have lead to different conclusions regarding the impact of TQM practices on firm performance (Saad and Siha, 2000). , for instance, explored the extent to which context and contingency factors affect TQM implementation, but did not find supporting evidence.…”

Section: Discussion and Implications For Research And Managementmentioning

confidence: 99%

“…More recently, however, Sousa and Voss (2002) concluded that difficulties and problems with the implementation of TQM may result from a mismatch between this universal form of TQM and the particular organisational context of the organisation. The high rates of failure that have been estimated also led researchers to suggest that TQM could be context-dependent (Sitkin et al, 1994; and that, consequently, TQM implementation should be tailored to the characteristics of the organization and of its environment (Benson et al 1991;Mintzberg and Westley, 1992;Dean and Bowen, 1994;Reger et al, 1994;Sitkin et al, 1994;Saad and Siha, 2000;Voss, 2001, 2002;). This view has been supported by some researchers such as Hendricks and Singhal (2001) and Zhao et al (2004).…”

Section: Several Explanations Can Be Advanced For the Apparent Improvmentioning

confidence: 99%

Is TQM more difficult to implement than other transformational strategies?

Cândido

Santos

2011

Total Quality Management & Business Excellence

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This paper aims to assess whether TQM is harder to implement than other business strategies. In order to accomplish this objective we have adopted a two-stage methodology.Firstly, we carried out an extensive review of the literature to identify the rates of TQM implementation failure estimated by researchers and practitioners. Secondly, we compared these rates with those estimated for other organisation-wide transformational efforts and explored the extent to which the obstacles to TQM implementation and to the implementation of other business strategies differ. Based on the literature reviewed and on the comparative analyses performed, we conclude that whilst it is widely acknowledged that the implementation of TQM can be a difficult task, significant uncertainty remains as to what the exact rate of failure is. Furthermore, the analyses suggest that the rates of failure and obstacles to TQM implementation are similar to those presented by other business strategies, and therefore, there seems to be no grounds to assume that TQM is more difficult to implement than other business strategies. These findings have implications for researchers and practitioners and open up several avenues for further research, which are also discussed in this paper.

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“…El Control de la Calidad se asocia a una de las etapas de la evolución de la Gestión de la Calidad (Garvin, 1988;Gehani, 1993;Saad y Siha, 2000). Esta etapa se sitúa aproximadamente en 1931, cuando W. A.…”

Section: Control De La Calidadunclassified