The impact of quality management orientation on maintenance performance

Maletič, Matjaž; Gomišček, Boštjan

doi:10.1080/00207543.2013.848480

Cited by 41 publications

(38 citation statements)

References 55 publications

(76 reference statements)

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“…To improve performance and gain competitive advantage, the PAM process should therefore include activities covering entire life cycle of an asset (Maletič, 2015). In this respect, the life cycle phases are considered as presented in Figure 1.…”

Section: Physical Asset Managementmentioning

confidence: 99%

“…Items for measuring these constructs were derived from past studies on PAM (e.g. EFNMS -EAMC, 2012; Emmanouilidis & Komonen, 2013, Maletič, 2015Maletič et al, 2016). Items related to uncertainty and competitiveness were developed based on prior empirical studies in the field of quality management (e.g.…”

Section: Methodsmentioning

confidence: 99%

“…The data used in this study was obtained from a research project conducted by a team of international researchers in the field of maintenance and asset management (Maletič et al, 2016;Maletič, 2015). This research utilizes a questionnaire survey, which corresponds to the primary source as a way of data collection method (Kumar, 2005).…”

Section: Sample and Data Collectionmentioning

confidence: 99%

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Contingency Factors Influencing Implementation of Physical Asset Management Practices

et al. 2017

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Purpose:The purpose of this empirical study is to examine the role of two contingency factors, i.e. uncertainty and competitiveness in relation to physical asset management (PAM) practices as well as to maintenance key performance indicators. The research is based on a premise that PAM, which was defined by risk management practices, performance assessment practices, life cycle management practices, and policy & strategy practices, has become an indispensable element of strategic thinking of asset owners as well as maintenance and asset managers. The purpose of this study is to advance the understanding of how organizations that face high or low level of uncertainty and competitiveness respond in terms of PAM deployment. Methodology/Approach: This study employed a data set based on a large-scale survey among organizations in six European countries (i.e. Slovenia, Poland, Greece, Sweden, Turkey and Slovakia). Data were collected from 138 organizations located in the above-mentioned countries to conduct the study. Findings:The results show that organizations that are faced with high level of uncertainty and competitiveness are more engaged in the deployment of PAM practices. Moreover, results show that when organizations are facing high levels of competitiveness they are using KPIs to a greater extent than organizations under low levels of competitiveness. Originality/value: From a theoretical perspective, this study contributes to the contingency theory by providing empirical evidence whether a context-dependent approach to PAM is needed. The findings also provide insights for managers on how to respond to the competitive pressure as well as how to customize PAM practices in order to adapt to the changes in dynamic organizational environment.

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Section: Physical Asset Managementmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Sample and Data Collectionmentioning

confidence: 99%

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Contingency Factors Influencing Implementation of Physical Asset Management Practices

et al. 2017

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“…This perspective stresses that quality orientation plays fundamental role in service delivery, and that quality orientation behaviors foster service excellence and assure customer satisfaction [3]. Quality orientation of any organization is also linked to a widespread understanding among organizational members about the importance of quality [45,46].…”

Section: Quality Orientation Of Employees (Qoe)mentioning

confidence: 99%

Transformational Training Programs and Quality Orientation of Employees: Does Employees’ Loyalty Matter?

2018

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Transformational training programs, employee loyalty and quality orientation of employees have been some of the important concerns for both academicians and practitioners for decades. Yet, little is known about their underlying relationship dynamics, especially in the context of higher education institutions. The pivotal aim of this study was to investigate the interplay of transformational training programs, loyalty and quality orientation of employees. For this, a causal model demonstrating the direct and indirect relationships of transformational training programs, employee loyalty and quality orientation was built and tested. Data for this study were collected from 212 (n = 212) academics (deans, head of departments and faculty members) from all private sector universities in Amman, Jordan, through a cross sectional survey. Results indicated that both direct and indirect effects of transformational training programs on quality orientation of employees were significant. More specifically, the positive effects that transformational training programs have on quality orientation of employees are through employee loyalty. This finding significantly advances the existing body of knowledge and implies that transformational training programs enhance employees' loyalty which, in turn, escalates employees' orientations towards quality. Hence, it is concluded that the objective of inculcating quality orientation amongst employees cannot be achieved with mere reliance upon transformational training programs. Several contextual factors, such as employee loyalty, should also be focused on and fostered to ensure the effects that training programs have on certain desirable outcomes.

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“…For instance, Maletic et al [7] reveal positive relations between components of total quality management such as customer orientation, quality responsibility, prevention and performance maintenance in a sample of 53 Slovenian companies in manufacturing, construction and transportation industries. The paper of Challis et al (2005) reports on the relationships between various organizational sectors (such as leadership, teams, human resource management and benchmarking) and enterprise efficiency.…”

Section: Introductionmentioning

confidence: 99%

Ecological effectiveness as an essential quality requirement of innovational construction

Mkrtchyan

Lokhova

2017

MATEC Web Conf.

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Abstract.Nowadays it seems to be very essential to develop national construction industry by implementation of innovative technologies. As an object of innovational construction «Smart house» or «green building» demonstrates the latest advances in ecological building materials, energysaving structures and lean-technologies. According to the concept of TQM «green building» has tube compatible with environmental protection, environment sustainability and ecological effectiveness requirements. «Green certification» includes these terms into the National environment sustainability rating system. The main goal of this research work was to review and compare theoretical models and concepts of effectiveness and analyze their applicability to determine the term ecological effectiveness as the main Quality Score.

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The impact of quality management orientation on maintenance performance

Cited by 41 publications

References 55 publications

Contingency Factors Influencing Implementation of Physical Asset Management Practices

Contingency Factors Influencing Implementation of Physical Asset Management Practices

Transformational Training Programs and Quality Orientation of Employees: Does Employees’ Loyalty Matter?

Ecological effectiveness as an essential quality requirement of innovational construction

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