Total quality management (TQM) strategy and organisational characteristics: Evidence from a recent WTO member

Hoang, Dinh Thai; Igel, Barbara; Laosirihongthong, Tritos

doi:10.1080/14783363.2010.487680

Cited by 97 publications

(80 citation statements)

References 49 publications

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“…The results show that there is a positive relationship between TQM practices and organizational performance (financial and non-financial) in the Jordanian banking sector, this result is supported by (Hoang et al, 2010;Fotopoulos & Psomas"s, 2010;Goetsch & Davis, 2013;Sweis et al, 2013).…”

Section: Discussionsupporting

confidence: 58%

Investigating the Effect of Total Quality Management Practices on Organizational Performance in the Jordanian Banking Sector

Al-Ettayyem¹,

Al‐Zu'bi²

2015

IBR

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The aim of this study is to examine the effect of Total Quality Management (TQM) practices (customer satisfaction, education and training, continuous improvement, teamwork, and top management commitment) on organizational performance (financial and non-financial) in the Jordanian banking sector.Research papers which are related to services are limited in Jordan. Since Jordanian economy is heavily dependent on the services sector, such research may enhance the quality of this sector.The methodology is based on a questionnaire distributed to 11 commercial banks, and the statistical package for social sciences (SPSS) was used to analyse and examine the hypotheses. This research has indicated that TQM practices have a positive effect on organizational performance both financially and non-financially.

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Section: Discussionsupporting

confidence: 58%

Investigating the Effect of Total Quality Management Practices on Organizational Performance in the Jordanian Banking Sector

Al-Ettayyem¹,

Al‐Zu'bi²

2015

IBR

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“…Specifically, regarding the company size, some papers affirm that large companies' context is more appropriate for TQM implementation (Duh et al, 2012;Hoang et al, 2010). Others observed how SMEs are more suitable (Hendricks and Sighnal, 2001), and finally other did not find significant differences (Sila, 2007).…”

Section: Introductionmentioning

confidence: 99%

“…For TQM implementation, literature classified TQM practices in two groups: soft and hard TQM practices (Abdullah et al 2009;Green,2012;Fotopoulos and Psomas, 2009;Ho et al, 2001;Hoang et al, 2010;Ingelsson et al, 2012 ;Leavengood et al, 2012;Rahman and Bullock, 2005). Soft TQM practices are related to human aspects and associated with management concepts and principles (Dahlgaard-Park, 2012;Leavengood et al, 2012;Vouzas and Psychogios, 2007).…”

Section: Total Quality Managementmentioning

confidence: 99%

“…Based on the literature review (Abdullah et al 2009;Fotopoulos and Psomas, 2009;Ho et al, 2001;Hoang et al, 2010;Kaynak and Hartley, 2008;Leavengood et al, 2012;Powell, 1995;Rahman and Bullock, 2005;Saraph et al,1989;Vouzas and Psychogios, 2007), eight practices have been identified as critical for the successful TQM implementation in the Palestinian industrial SMEs: management leadership, customer focus, training, employee relations, quality data and reporting, supplier management, product and service design, and process management.…”

Section: Total Quality Managementmentioning

confidence: 99%

“…Palestine will be a member in the World Trade Organization (WTO). As a result of preparations for jointing the WTO, Palestine will be competing with the rest of the world through the creation of conditions that will attract investments, both internationally and locally, in productive and competitive enterprises within its borders (Hoang et al, 2010; Palestinian Ministry of National Economy, 2013).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Total quality management practices, competitive strategies and financial performance: the case of the Palestinian industrial SMEs

Herzallah

Gutiérrez

Rosas

2013

Total Quality Management & Business Excellence

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The purpose of this paper is to examine the relationship between Total Quality Management (TQM) practices, competitive strategies -cost leadership and differentiation-and firm performance in the Palestinian economy. Within this study total quality management has been conceptualized as soft and hard practices, in congruence with the literature. An empirical analysis based upon an extensive validation process was applied to refine TQM, competitive strategies and financial performance scales. Data were collected through surveying 202 in Palestinian industrial small and medium enterprises (SMEs). Structural Equation Modeling was carried out to test the anticipated relationships. Results derived from this study show that TQM practices have indirect, positive and significant relationship with financial performance through competitive strategies. In addition, a direct, positive and significant relationship between competitive strategies and financial performance was observed. Results derived from this study might help managers to implement TQM practices in order to effectively allocate resources and improve financial performance.

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Total Quality Management of the Product Life Cycle in an IoT Environment

Liu

Pei

Liu

et al. 2017

Springer Optimization and Its Applications

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Total quality management (TQM) strategy and organisational characteristics: Evidence from a recent WTO member

Cited by 97 publications

References 49 publications

Investigating the Effect of Total Quality Management Practices on Organizational Performance in the Jordanian Banking Sector

Investigating the Effect of Total Quality Management Practices on Organizational Performance in the Jordanian Banking Sector

Total quality management practices, competitive strategies and financial performance: the case of the Palestinian industrial SMEs

Total Quality Management of the Product Life Cycle in an IoT Environment

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