write problem statement of following details Despite this inconsistency in the literature, several researches (Escrig-Tena, 2004; Vouzas and Psychogios, 2007; Rönnbäck and Witell, 2008; Yunis et al., 2013; Johansson et al., 2013; Calvo-Mora et al., 2014) argued that TQM is viewed as compiled of two substantial perspectives; philosophical and practical. The philosophical perspective of TQM (the “soft” side) is associated with the basic concepts and principles (Vouzas and Psychogios, 2007) that reflect the organization view and its relation to customers, competitors and suppliers (Rönnbäck and Witell, 2008; Johansson et al., 2013). The practical perspective of TQM (the “hard” side) is associated with management activities and practices performed to embody these principles (Rönnbäck and Witell, 2008; Johansson et al., 2013) to support decisionmaking, and facilitate continuous improvement (Calvo-Mora et al., 2014). The TQM principles are believed to be generic (Yapa, 2012) and cover a wider aspect of quality (Samat et al., 2006), while the differences in the nature of the service operations compared to their manufacturing counterparts leads to some differences between service and manufacturing organizations with respect to the essential TQM practices for success (Fryer et al., 2007). In that sense, Joiner (2007) reinforced that achieving the desired success is related to the extent of TQMpractices implementation rather than the just believe and concern about quality. As the purpose of this research is to investigate the relation between TQM implementation and organization performance, the “hard” side of TQM is adopted to capture the practical aspect that reflect the level of TQM implementation, while the “soft” side has been omitted from the study, as it couldmerely represent themanagement concern toward quality. With the aim to identify the key practices for TQM success within service context, recent studies that investigated TQM implementation in service industries (Brah et al., 2000; Tsang and Antony, 2001; Hasan and Kerr, 2003; Gupta et al., 2005; Samat et al., 2006; Vouzas and Psychogios, 2007; Ueno, 2008, 2009; Ooi et al., 2011; Lam et al., 2012; Talib et al., 2013; Psomas et al., 2017) have been reviewed. In an early research, Brah et al. (2000) identified 11 constructs of TQM within the Singaporean service firms and supported that the implementation of these constructs help to achieve better business performance. While the study conducted by Tsang and Antony (2001) identified a somewhat different set of TQM critical success factors within the UK service organizations context. The research work of Hasan and Kerr (2003) reported nine quality dimensions that affect the organizational performance of Australian service organizations. In another significant research work, Gupta et al. (2005) integrated Deming’s model and SERVQUAL to develop a new conceptual model for total quality service consists of three sustaining structures, namely: leadership involvement, organizational culture and employee commitment. Through an empirical survey of Malaysian service firms, Samat et al. (2006) identified, validated and tested seven constructs of TQM. Their results showed that service quality is positively affected by employee empowerment, continuous improvements, and information and communication. Based on the perceptions of managers from Greek service organizations, Vouzas and Psychogios (2007) extracted three TQM factors: continuous improvement and training, total employee empowerment and involvement and finally quality-driven culture out of the nine most commonly used principles of TQM theory. In two successive studies, Ueno (2008, 2009) presented and examined the relation between service quality and seven commonly cited quality features and confirmed that all the seven common features are critical for quality management in the UK service sector as they contribute to service quality. Within the context of Malaysian service industry, both Ooi et al. (2011) and Lam et al. (2012) adopted the Malcolm Baldrige National Quality Award (MBNQA) model to signify the TQM dimensions as one of the benchmarks of TQM that many scholars have used. Moderating effect of structural Downloaded by INSEAD At 23:32 28 September 2018 (PT) In a study within the Indian service sector, Talib et al. (2013) provided a comprehensive framework for TQM implementation consists of 17 TQM practices. They confirmed that all the 17 practices are correlated with quality performance, despite the service company type. More recently, Psomas et al. (2017) formulates a TQM theoretical framework based on the most common TQM factors identified in the literature. They identified that a few factors such as management commitment, customer focus, strategic planning, training, supplier management, employee involvement, process management, information analysis and continuous improvement that seemto be the most cited across all studies.
write problem statement of following details
Despite this inconsistency in the literature, several researches (Escrig-Tena, 2004;
Vouzas and Psychogios, 2007; Rönnbäck and Witell, 2008; Yunis et al., 2013; Johansson et al.,
2013; Calvo-Mora et al., 2014) argued that TQM is viewed as compiled of two substantial
perspectives; philosophical and practical. The philosophical perspective of TQM (the “soft”
side) is associated with the basic concepts and principles (Vouzas and Psychogios, 2007) that
reflect the organization view and its relation to customers, competitors and suppliers
(Rönnbäck and Witell, 2008; Johansson et al., 2013). The practical perspective of TQM (the
“hard” side) is associated with management activities and practices performed to embody
these principles (Rönnbäck and Witell, 2008; Johansson et al., 2013) to support decisionmaking,
and facilitate continuous improvement (Calvo-Mora et al., 2014). The TQM
principles are believed to be generic (Yapa, 2012) and cover a wider aspect of quality (Samat
et al., 2006), while the differences in the nature of the service operations compared to their
manufacturing counterparts leads to some differences between service and manufacturing
organizations with respect to the essential TQM practices for success (Fryer et al., 2007). In
that sense, Joiner (2007) reinforced that achieving the desired success is related to the extent
of TQMpractices implementation rather than the just believe and concern about quality.
As the purpose of this research is to investigate the relation between TQM implementation
and organization performance, the “hard” side of TQM is adopted to capture the practical
aspect that reflect the level of TQM implementation, while the “soft” side has been omitted from
the study, as it couldmerely represent themanagement concern toward quality.
With the aim to identify the key practices for TQM success within service context, recent
studies that investigated TQM implementation in service industries (Brah et al., 2000; Tsang
and Antony, 2001; Hasan and Kerr, 2003; Gupta et al., 2005; Samat et al., 2006; Vouzas and
Psychogios, 2007; Ueno, 2008, 2009; Ooi et al., 2011; Lam et al., 2012; Talib et al., 2013;
Psomas et al., 2017) have been reviewed.
In an early research, Brah et al. (2000) identified 11 constructs of TQM within the
Singaporean service firms and supported that the implementation of these constructs help to
achieve better business performance. While the study conducted by Tsang and Antony
(2001) identified a somewhat different set of TQM critical success factors within the UK
service organizations context. The research work of Hasan and Kerr (2003) reported nine
quality dimensions that affect the organizational performance of Australian service
organizations.
In another significant research work, Gupta et al. (2005) integrated Deming’s model and
SERVQUAL to develop a new conceptual model for total quality service consists of three
sustaining structures, namely: leadership involvement, organizational culture and employee
commitment. Through an empirical survey of Malaysian service firms, Samat et al. (2006)
identified, validated and tested seven constructs of TQM. Their results showed that service
quality is positively affected by employee empowerment, continuous improvements, and
information and communication. Based on the perceptions of managers from Greek service
organizations, Vouzas and Psychogios (2007) extracted three TQM factors: continuous
improvement and training, total employee empowerment and involvement and finally
quality-driven culture out of the nine most commonly used principles of TQM theory. In two
successive studies, Ueno (2008, 2009) presented and examined the relation between service
quality and seven commonly cited quality features and confirmed that all the seven common
features are critical for
service quality. Within the context of Malaysian service industry, both Ooi et al. (2011) and
Lam et al. (2012) adopted the Malcolm Baldrige National Quality Award (MBNQA) model to
signify the TQM dimensions as one of the benchmarks of TQM that many scholars have
used.
Moderating
effect of
structural
Downloaded by INSEAD At 23:32 28 September 2018 (PT)
In a study within the Indian service sector, Talib et al. (2013) provided a comprehensive
framework for TQM implementation consists of 17 TQM practices. They confirmed that all
the 17 practices are correlated with quality performance, despite the service company type.
More recently, Psomas et al. (2017) formulates a TQM theoretical framework based on
the most common TQM factors identified in the literature. They identified that a few factors
such as management commitment, customer focus, strategic planning, training, supplier
management, employee involvement, process management, information analysis and
continuous improvement that seemto be the most cited across all studies.
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