The relationships between soft/hard total quality management practices and operational performance in Jordanian manufacturing organisations

2017 ◽  
Vol 10 (4) ◽  
pp. 345 ◽  
Author(s):  
Rawan A. Saleh ◽  
Rateb J. Sweis
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Management Practices ◽  
Operational Performance ◽  
Total Quality ◽  
Quality Management Practices

Mediating role of learning organization on the relationship between total quality management and operational performance in Brazilian manufacturers

2019 ◽  
Vol 31 (3) ◽  
pp. 524-541
Author(s):  
Guilherme Tortorella ◽  
Ricardo Giglio ◽  
Flavio S. Fogliatto ◽  
Rapinder Sawhney
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Learning Organization ◽  
Management Practices ◽  
Operational Performance ◽  
Total Quality ◽  
Learning Capability ◽  
Content Type ◽  
Quality Management Practices ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating effect of learning organization dimensions on the relationship between the implementation of total quality management practices and companies’ operational performance improvement. Design/methodology/approach The authors carried out a cross-sector survey with 135 Brazilian manufacturing companies that have been implementing total quality management as an organizational strategy for at least five years. Collected data were analyzed using multivariate data analysis techniques. Findings The findings provide guidelines for manufacturers to increase their learning capability by reinforcing the implementation of total quality management practices, whose synergistic effects may be currently neglected. Results show that an enhanced organizational learning capability can significantly impact the improvement level of operational performance through the application of total quality management practices. Originality/value Several authors have investigated the relationship between total quality management implementation and learning organization aspects. However, most studies examined their relationship from a narrow perspective or under specific contexts, lacking empirical validation of their concurrent effect on operational performance improvement. The study aims at bridging this gap.

Total Quality Management Practices in Multinational Corporations

2017 ◽  
pp. 805-823
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Multinational Corporations ◽  
Management Practices ◽  
Total Quality ◽  
Quality Management Practices ◽  
Supplier Quality Management ◽  
Service Training ◽  
Dynamic Quality

This chapter introduces the practices of Total Quality Management (TQM) in multinational corporations, thus explaining the history, overview, concept, and the various components of TQM. TQM practices and organizational culture, TQM practices and organizational performance (in terms of quality data and reporting, supplier quality management, product and service design, and process management), and the practical application of total quality management in service and manufacturing sectors are discussed. This calls for a change on the part of organization stakeholders to adopt these new practices through an effective in-service training for managers and staff to adequately put these principles into practice and by adopting an effective utilization of human resources to initialize and maintain the attempts to create a dynamic quality system. The chapter argues that applying total quality management practices in multinational corporations will significantly enhance organizational performance and achieve business goals in the global business environment.

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