Success Factors in Initiating Versus Maintaining a Quality Improvement Process

Bullington, Stanley F.; Easley, John Y.; Greenwood, Allen G.; Bullington, Kimball E.

doi:10.1080/10429247.2002.11415168

Cited by 18 publications

(15 citation statements)

References 6 publications

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“…By personally involving or participating in quality improvement activities, employees in the organization can acquire new knowledge, see the benefits of the quality disciplines, and obtain a sense of accomplishment by solving quality problems. This finding supports the studies of Bullington et al (2002), Al-Omaim et al (2003), Baidoun (2003), and Baidoun and Zairi (2003).…”

Section: Discussionsupporting

confidence: 82%

The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

Abdullah¹,

Ahmad²,

Ismail³

2009

IJBM

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This study examines the influence of four selected soft factors (management commitment, employee involvement, training and education, and reward and recognition) on quality improvement within 255 Malaysian electrical & electronics (E&E) firms. Despite extensive research on quality management and quality improvement, very little empirical research has examined this area of study specifically in the E&E sector. The results of this study revealed that management commitment, employee involvement, training and education, and reward and recognition are significantly positively associated with firms' quality improvement practice. Also, employee involvement was perceived as a dominant soft factor for quality improvement; it was associated with significant improvements in firms' quality improvement. This study contributes to a better understanding of the influence of soft factors on organizational quality improvement among firms within the context of the Malaysian E&E sector. Suggestions for future research are discussed.

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Section: Discussionsupporting

confidence: 82%

The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

Abdullah¹,

Ahmad²,

Ismail³

2009

IJBM

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“…This finding confirms the results of previous studies by Bullington et al (2002), Al-Omaim et al (2003), Baidoun (2003), and Baidoun and Zairi (2003). The results indicate that employee empowerment was perceived as the dominant soft practice for quality improvement in the sampled firms, since there was a strong association with quality improvement in the firm.…”

Section: Discussionsupporting

confidence: 91%

Are soft practices important for quality improvement?

Abdullah

Tarı́

2013

JGBA

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This study examines the influence of six selected soft practices (management commitment, employee empowerment, training, reward and recognition, customer focus, and supplier management) on quality improvement (QI) within 255 Malaysian electrical and electronics (E&E) firms. It uses regression and correlation analysis to test these relationships. The results reveal that management commitment, employee empowerment, training, reward and recognition, customer focus, and supplier management are significantly and positively associated with QI in the firms studied. Also employee empowerment was perceived as the dominant soft practice for QI. Employee empowerment is associated with significant increases in QI. This study contributes to a better understanding of the influence of soft practices on organisational QI among firms within the context of the Malaysian E&E sector. Suggestions for future research are discussed.

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“…All the studies found were concentrated on the manufacturing industry or the service industry in the private sector (Saraph, Benson & Schroeder 1989, Ahire & Golhar 1996, Flynn, Schroeder & Sakakibara 1994, Yusof & Aspinwall 1999, Bullington et al 2002, and Karuppusami & Gandhinathan 2006. The exception was a study by Fryer, Antony and Douglas (2007) who cite only four papers that researched the health service among the 29 papers they examined.…”

Section: Few Studies On Critical Success Factors Within the Public Sementioning

confidence: 99%

“…Yusof and Aspinwall (1999) propose ten critical success factors for the implementation of quality management in small and medium enterprises. Bullington et al (2002) identifies ten critical success factors of which most had been described in seven prior studies. Table 2-3 shows a summary of which critical success factors have been identified in which of the prior study.…”

Section: Critical Success Factors In Quality Managementmentioning

confidence: 99%

The Identification of Critical Success Factors for Quality Internal IT Services in Public Sector Organisations in Hong Kong

Chang

2012

SSRN Journal

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Success Factors in Initiating Versus Maintaining a Quality Improvement Process

Cited by 18 publications

References 6 publications

The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

Are soft practices important for quality improvement?

The Identification of Critical Success Factors for Quality Internal IT Services in Public Sector Organisations in Hong Kong

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