International Journal of Quality & Reliability Management

The impact of soft and hard TQM elements on quality management results
Christos B. Fotopoulos Evangelos L. Psomas

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

Article information:
To cite this document:
Christos B. Fotopoulos Evangelos L. Psomas, (2009),"The impact of soft and hard TQM elements on
quality management results", International Journal of Quality & Reliability Management, Vol. 26 Iss 2 pp.
150 - 163
Permanent link to this document:
http://dx.doi.org/10.1108/02656710910928798
Downloaded on: 15 May 2016, At: 14:09 (PT)
References: this document contains references to 45 other documents.
To copy this document: permissions@emeraldinsight.com
The fulltext of this document has been downloaded 5955 times since 2009*

Users who downloaded this article also downloaded:

(2006),"Exploring soft versus hard factors for TQM implementation in small and medium-sized enterprises",
International Journal of Productivity and Performance Management, Vol. 55 Iss 7 pp. 539-554 http://
dx.doi.org/10.1108/17410400610702142
(2005),"Components of successful total quality management", The TQM Magazine, Vol. 17 Iss 2 pp.
182-194 http://dx.doi.org/10.1108/09544780510583245
(2010),"The structural relationships between TQM factors and organizational performance", The TQM
Journal, Vol. 22 Iss 5 pp. 539-552 http://dx.doi.org/10.1108/17542731011072874

Access to this document was granted through an Emerald subscription provided by emerald-srm:205243 []

For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for
Authors service information about how to choose which publication to write for and submission guidelines
are available for all. Please visit www.emeraldinsight.com/authors for more information.

About Emerald www.emeraldinsight.com

Emerald is a global publisher linking research and practice to the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as
providing an extensive range of online products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee
on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive
preservation.
*Related content and download information correct at time of download.

The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0265-671X.htm

IJQRM
26,2

The impact of soft and hard

TQM elements on quality
management results

150

Christos B. Fotopoulos and Evangelos L. Psomas

University of Ioannina, Agrinio, Greece

Received April 2008

Revised September 2008
Accepted September 2008

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

Abstract
Purpose The purpose of this paper is to explore the relationships between soft and hard TQM
elements and quality management results.
Design/methodology/approach Empirical data were drawn from 370 Greek companies using the
questionnaire method. Confirmatory Factor Analysis was used to examine constructs reliability and
validity, while the relationships between them were examined through Structural Equation Modelling.
Findings The study proved that quality improvement and the consolidation of the companys
market position are influenced mainly by adopting soft TQM elements and secondarily hard TQM
elements.
Research limitations/implications The fact that the study was based on quality managers
perceptions and the participation of companies from all sectors creates limitations, but also future
research orientations.
Practical implications To achieve benefits and obtain a competitive advantage, which is of major
importance for the sustainability of a company, quality design, control and improvement tools are not
enough and the adoption of a TQM culture is primarily required.
Originality/value The study describes in a reliable and valid way a model which consists of soft
and hard TQM elements and quality management results.
Keywords Total quality management, Quality management, Greece
Paper type Research paper

Introduction
Systems for improving and managing quality have rapidly evolved in recent years.
During the last decades simple inspection activities have been replaced or
supplemented by quality control and quality assurance standards. The fourth level
of quality management is that of Total Quality Management (van der Wiele et al.,
1997). When Deming introduced TQM in the 1950s, the Japanese adopted this
philosophy while the USA rejected its principles. Thus, the Japanese made a significant
progress in the field of quality (Talha, 2004), resulting in the penetration of USA
markets by Japanese products (Martinez-Lorente et al., 1998). Therefore, in the early
1980s, the USA utilized TQM concepts as tools to compete with Japan (Davig et al.,
2003; Sun et al., 2004). European organizations also recognized the need for a keener
focus on quality and in the 1990s, TQM concepts spread to Europe (Sun et al., 2004).
International Journal of Quality &
Reliability Management
Vol. 26 No. 2, 2009
pp. 150-163
q Emerald Group Publishing Limited
0265-671X
DOI 10.1108/02656710910928798

The research Project is co-funded by the European Union European Social Fund (ESF)
& National Sources, in the framework of the program HRAKLEITOS of the Operational
Program for Education and Initial Vocational Training of the Third Community Support
Framework of the Hellenic Ministry of Education.

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

However, making the step towards TQM was much more difficult as there was
widespread confusion about the components of TQM and how they could be
implemented. This was because TQM was a rather abstract philosophy and did not
have clear guidelines on its implementation (Sun et al., 2004). Coleman and Douglas
(2003) stated that TQM is too abstract with many definitions and a lack of hard
requirements. According to Zairi (1994), there is nothing wrong with TQM terminology
and as a philosophy it is fine, provided that we understand its workings and its
benefits, which are long-term. The problem became easier to solve as TQM
components were more clearly understood through the development and the
worldwide acceptance of quality awards models (Sun et al., 2004). Excellence models
are helpful in defining TQM in a way in which management can more easily
understand. They also help organizations to develop and manage their continuous
improvement activities in a number of ways (van der Wiele et al., 2000).
In almost all TQM definitions a reference is made to its soft and hard side
(Vouzas and Psyhogios, 2007). The soft side is associated with management concepts
and principles such as leadership, employee empowerment and culture, while the
hard side refers to quality improvement tools and techniques (Vouzas and Psyhogios,
2007; Thiagaragan et al., 2001). The soft TQM elements are long-term issues and
therefore must be emphasized and addressed accordingly in an organizations TQM
implementation plan. The effective manipulation of the soft elements must be
supported by the hard elements of TQM (Zairi and Thiagarajan, 1997).
Despite the numerous studies in TQM literature, authors such as Idris and Zairi
(2006), Singh and Smith (2006), Gotzamani et al. (2006), Karuppusami and
Gandhinathan (2006), Sila and Ebrahimpour (2005), Prajogo (2005), Vouzas and
Gotzamani (2005), Sun et al. (2004), Rahman (2004), Coleman and Douglas (2003) and
Dale (2002), recommend that further efforts should be made aiming at the diachronic
evaluation of TQM elements, the results of their adoption and mainly the type and
extent of their relationships. As Dale (2002) noted, improvement is a process, which,
once started, should never end and the same can be said of the research into TQM.
The purpose of this paper is to examine the impact of soft and hard TQM
elements on quality management results. The model reliability and validity was
examined through Confirmatory Factor Analysis, while the relationships between
soft and hard TQM elements and quality management results were examined
through Structural Equation Modelling.
The rest of the paper is organized as follows: the first part reviews the existing
TQM literature. The second part describes the methodology of a research carried out in
Greek companies. The third part presents the analysis and the respective results.
Finally, the results of research are discussed and final conclusions are presented.
Theoretical background
Demings 14 points and cycle (plan, do, check, act), Jurans quality trilogy (planning,
control and improvement), Crosbys absolutes of quality management (conformance to
requirements, prevention, zero defects and cost of quality), Garvins quality
dimensions, Ishikawas cause and effect diagram, Feigenbaums three steps to
quality (quality leadership, modern quality technology and organizational
commitment) and Taguchis advice to companies to turn to Statistical Process
Control and Design of Experiments, that is On-line and Off-line quality control

Impact of soft
and hard
TQM elements
151

IJQRM
26,2

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

152

respectively, constitute the most important aspects of the TQM framework that quality
gurus have recommended.
There is no unique model for a good TQM programme and TQM is a network of
interdependent elements, namely critical factors, practices, techniques and tools (Tari,
2005). However, TQM without certain elements is likely to yield little in the way of real
benefits (Curry and Kadasah, 2002). Despite the divergence of views on what
constitutes TQM there are a number of common elements running through the various
definitions (Martinez-Lorente et al., 1998). Soft TQM elements as they have been
detected in recent studies are the following (Table I): leadership, strategic quality
planning, employee management and involvement, supplier management, customer
focus, process management, continuous improvement, information and analysis,
knowledge and education. A number of quality management tools and techniques were

Articles
Soft TQM
Leadership

Strategic quality planning

Employee management and

involvement
Supplier management
Customer focus
Process management
Continuous improvement
Information and analysis

Knowledge and education

Table I.
Soft and hard TQM
elements used in recent
studies

Hard TQM
Quality tools and techniques

Yang (2006), Hoang et al. (2006), Singh and Smith (2006), Gotzamani
et al. (2006), Hafeez et al. (2006), Armstrong-Stassen et al. (2005),
Prajogo and McDermott (2005), Sila and Ebrahimpour (2005), Prajogo
(2005), Miyagawa and Yoshida (2005), Lagrosen and Lagrosen (2005),
Tari (2005)
Drew and Healy (2006), Yang (2006), Hoang et al. (2006), Gotzamani
et al. (2006), Prajogo and McDermott (2005), Sila and Ebrahimpour
(2005), Prajogo (2005), Miyagawa and Yoshida (2005), Tari (2005),
Bou-Llusar et al. (2005)
Drew and Healy (2006), Yang (2006), Hoang et al. (2006), Singh and
Smith (2006), Gotzamani et al. (2006), Hafeez et al. (2006),
Armstrong-Stassen et al. (2005), Prajogo and McDermott (2005), Sila
and Ebrahimpour (2005), Prajogo (2005)
Drew and Healy (2006), Yang (2006), Singh and Smith (2006),
Gotzamani et al. (2006), Sila and Ebrahimpour (2005), Miyagawa and
Yoshida (2005), Tari (2005)
Yang (2006), Hoang et al. (2006), Singh and Smith (2006), Gotzamani
et al. (2006), Drew and Healy (2006), Prajogo and McDermott (2005),
Sila and Ebrahimpour (2005), Prajogo (2005), Tari (2005)
Yang (2006), Hoang et al. (2006), Singh and Smith (2006), Gotzamani
et al. (2006), Prajogo and McDermott (2005), Sila and Ebrahimpour
(2005), Prajogo (2005), Lagrosen and Lagrosen (2005), Tari (2005)
Yang (2006), Hafeez et al. (2006), Armstrong-Stassen et al. (2005),
Lagrosen and Lagrosen (2005), Tari (2005)
Hoang et al. (2006), Singh and Smith (2006), Gotzamani et al. (2006),
Armstrong-Stassen et al. (2005), Prajogo and McDermott (2005), Sila
and Ebrahimpour (2005), Prajogo (2005), Lagrosen and Lagrosen
(2005), Miyagawa and Yoshida (2005)
Drew and Healy (2006), Yang (2006), Hoang et al. (2006), Hafeez et al.
(2006), Armstrong-Stassen et al. (2005), Miyagawa and Yoshida (2005),
Tari (2005)
Drew and Healy (2006), Tari (2005), Lagrosen and Lagrosen (2005),
Bayazit (2003), Ahmed and Hassan (2003)

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

introduced as a means of increasing awareness of TQM concepts and the importance of

continuous and company-wide improvement (Bunney and Dale, 1997). Hard TQM
elements include quality management tools and techniques such as flow charts,
relations diagram, scatter diagram, control charts, Pareto analysis, quality function
deployment, design of experiments and so on.
A significant number of companies have adopted some form of TQM in their
business and have derived demonstrable benefits (Rahman and Sohal, 2002).
Furthermore, there is a trend towards stronger demand for improved measures of the
performance of companies and TQM has a role to play in relation to this (Williams et al.,
2004). Exploring the TQM literature the following quality management results are
referred (Table II): customer satisfaction, employee satisfaction, impact on society and
internal and external business results.
Lagrosen and Lagrosen (2005) studied the effects generated by soft TQM elements,
quality management models and tools. They showed that there is a correlation between
how well quality management works and to what extent the company adopts soft TQM
elements. However, the most important soft TQM elements were continuous
improvement, management by facts and participation of everybody. Furthermore, they
found that the use of quality management models is related to well functioning quality
management and models such as ISO 9000, Swedish Quality Award and European Quality
Award were found to be the most important. Finally they showed that there is a correlation
between the use of quality management tools and well functioning quality management.
Tari (2005) indicated that the weaknesses in ISO 9000 certified firms were human
aspects such as work teams, suggestions schemes, recognition models and the use of
quality techniques and tools. He concluded that companies wishing to go beyond ISO
9000 must improve all these aspects in order to improve their competitiveness through
improved business results.
Ahmed et al. (2005) concluded that the success of any quality management system
depends greatly on the strong commitment of top management and how customers are
valued. They also mentioned that in order to determine the effectiveness of quality
management systems, quantifying quality improvement is essential. Different tools are
available for measuring quality improvement such as benchmarking, statistical
process control and defect cost analysis. Finally, they mentioned that such
measurements constitute only the first step towards the never-ending cycles of
continual process improvement and that the objective is to use the results obtained
TQM results

Articles

Customer satisfaction

Yang (2006), Singh and Smith (2006), Hafeez et al. (2006), Miyagawa and
Yoshida (2005), Tari (2005), Bou-Llusar et al. (2005), Sila and Ebrahimpour
(2005)

Employee satisfaction

Yang (2006), Tari (2005), Bou-Llusar et al. (2005), Sila and Ebrahimpour
(2005)

Impact on society

Singh and Smith (2006), Miyagawa and Yoshida (2005), Tari (2005),
Bou-Llusar et al. (2005)

Business results

Drew and Healy (2006), Singh and Smith (2006), Hafeez et al. (2006), Sila and
Ebrahimpour (2005), Miyagawa and Yoshida (2005), Tari (2005),
Bou-Llusar et al. (2005)

Impact of soft
and hard
TQM elements
153

Table II.
TQM results according to
recent studies

IJQRM
26,2

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

154

from such measurements to decision making, in order to achieve continual

improvement and therefore satisfy the customers ever ending needs and requirements.
Ally and Schloss (2003) shed light on quality management issues regarding the
maquiladora industry in Mexico. Their study provided evidence of a decent quality
system in the maquiladoras based on TQM and SPC principles, utilizing the teamwork
approach to problem solving, providing training to employees, working with suppliers
and striving for quality certifications. In other words, by establishing quality systems,
implementing quality principles and techniques and training managers and employees
in quality issues, the maquiladoras are playing a significant role in creating a quality
culture in Mexicos industry. As these authors noted, this quality culture could be
instrumental in transforming industry into a global power recognized for its
world-class manufacturing and excellence in quality.
Bayazit (2003) found that the TQM implementation status for the large companies
in Turkey was fairly mature. Top management support, employee involvement and
commitment, customer focus, quality education and training, teamwork and quality
tools and techniques were the main factors that contributed to the success of TQM
efforts. The most important achievements after implementing TQM were an increase
in customer satisfaction, quality improvement, a decrease in prices, on time delivery,
an increase in profitability and market share, an increase in work satisfaction,
workforce quality, work harmony and a decrease in defects.
Ahmed and Hassan (2003), argue that quality management cannot be ensured
without the application of appropriate tools either management or statistical. Firms with
greater implementation of these quality tools can improve their business results. These
tools are required in any firm irrespective of its size. Finally, they suggest that firms
should accept the quality practices as part of their life, in order for them to be benefited.
As Idris and Zairi (2006) noted, until this millennium TQM had survived the test of
time as a corporate philosophy. However, will it sustain as a dominant logic of business
corporate strategy in the future? As they noted, this question, among academics and
practitioners, remains not fully answered by the past literature. Although there has
been empirical evidence that supports TQM as a universal business strategy; the
intensity of effective implementation of its success factors brings operational
excellence, but the changing business orientation poses a challenge to TQM as a
sustainable strategy for competitiveness.
Based on the previous and having in mind the future research proposals mentioned
by authors, it is interesting to examine the simultaneous impact of soft and hard
TQM elements on quality management results. The research hypothesis examined
through this study is the following: soft and hard TQM elements affect the results
of adopting a quality management system.
Methodology
Questionnaire
A research was carried out in Greek companies through questionnaires. Based on the
above mentioned soft and hard TQM elements and the results from their adoption, a
questionnaire was designed that was reviewed by quality management academics and
professionals and tested through a pilot study on 23 ISO 9001:2000 certified companies.
The final questionnaire consisted of four parts. The first part contained questions about
the companies profile and the second part questions about soft TQM elements. The
questions of the third part concerned the results related to customers, employees, society

and the company itself (internal and external). Finally, the fourth part contained
questions using respective quality management tools and techniques. The answers were
given on a seven-point Likert scale. Confirmatory Factor Analysis was applied to assess
measurement model reliability and validity. The relationships between latent constructs
were examined through Structural Equation Modeling. The SPSS 15 and AMOS six
statistical packages were used for data processing.

Impact of soft
and hard
TQM elements

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

155
Sample
Given that the ISO 9001:2000 standard is much more in line with TQM than other quality
standards, the criterion for selecting the companies that would participate in the study
was their certification to this standard. The only available and formal source informing
data about the ISO 9000 certified Greek companies was ICAP, the largest business
information and consulting firm in Greece. According to its database, the ISO 9001:2000
certified companies in Greece during the research period were 1720. The questionnaire
was sent to all these companies and was addressed to the quality manager.
In total, 370 questionnaires were returned fully completed. Comparing the 370
companies that participated in the research with the 1350 companies that did not, in
terms of the number of employees, head office location and their sector (manufacturing,
commercial, service industry), no statistically significant differences were detected
(Mann Whittney Test). From this it is concluded that the responded companies were
not different from the remaining ISO 9001:2000 certified companies (non-responded)
with respect to their profile.

Testing the assumptions of multivariate analysis

According to Hair et al. (2005), before multivariate data analysis, we should check
the assumptions regarding sample size, the scale of variables, their multicollinearity,
their multivariate normal distribution and outliers. As far as sample size is
concerned, it exceeds 300 cases and is regarded satisfactory for analyses through
Structural Equation Modeling (SEM) according to Kline (2005) and Hair et al. (2005).
According to Garson (2007) and Byrne (2001), we can use Likert scale data and
apply the Maximum Likelihood Estimation method in SEM, given that we have a
large sample, a seven-point Likert scale and the skewness and kurtosis of variables
is within acceptable limits, a fact that suggests distribution symmetry. The
multicollinearity among independent variables was excluded after controls were
held, according to Kline (2005) and Hair et al. (2005), on their correlations (r , 0:85)
and the multiple regression analysis of every independent variable with all the
others (R 2 , 0:9, Tolerance 1 2 R 2 . 0:1, Variance Inflation Factor
1=1 2 R 2
, 10, Condition Index , 30). According to Hair et al. (2005), the
outliers were identified from a univariate and multivariate perspective (Mahalanobis
D2/independent variables , 3) and were excluded from the analysis. As far as
multivariate normal distribution is concerned and according to Hair et al. (2005),
there are no serious indications that it is violated (histograms, p-p and q-q plots,
skewness and kurtosis , ^1, standardized residuals , ^2:5). Therefore, it can be
suggested that these basic assumptions are not violated.

IJQRM
26,2

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

156

Results
Companies profile
The majority of the companies that participated in the research were small-medium
enterprises (, 250 employees), two or three of them were manufacturing having years
of experience in quality assurance, since most of them were certified to the standards of
the ISO 9000:1994 series. The selection of the certification body and the external
quality consultant, on whose support 75 per cent of the companies relied to become
certified, was made using their reputation in the market as the primary criterion and
not so much on financial grounds. Finally, a rate of 62 per cent of the companies
expressed the wish to implement a quality management system in accordance with
TQM principles in the future.
Confirmatory factor analysis (the measurement model)
The measured (observed) values for the questions, obtained from the respondents,
constitute the measured variables of the model, which are used as the indicators of the
respective latent constructs (factors). However, the Confirmatory Factor Analysis
revealed some measured variables regarding quality tools and quality management
results with a low squared multiple correlation (, 0:5) that were removed from the
model. Thus, the final model consists of 18 measured variables that constitute two latent
constructs (soft TQM hard TQM) and 12 measured variables that constitute three
latent constructs (TQM results: customer satisfaction, quality improvement-internal
business result and market benefits-external business result), (Table III). The goodness
of model fit to the observed data (318 cases) is shown in Table IV.
According to Table III and Hair et al. (2005), Standardized Regression Weights are
above 0.7 (or at least . 0.5) and the respective Squared Multiple Correlations are above
0.5. This means that factor loadings are satisfactorily large and that a high amount of
measured variables variance is explained by a latent construct.
The reliability of the above latent constructs was checked according to Hair et al.
(2005), by calculating the Cronbachs alpha coefficients that were higher than 0.7
(Table V). Construct validity was confirmed according to Hair et al. (2005), through
Confirmatory Factor Analysis by evaluating convergent validity (factor loadings .
Goodness of fit measures

Table III.
Goodness of fit measures
measurement model
and structural model

Chi-square
Degrees of freedom
Chi-square/degrees of freedom (x2 =df)
Probability level
Root Mean Square of Approximation (RMSEA)
Root Mean Square Residual (RMR)
Goodness of Fit Index (GFI)
Normed Fit Index (NFI)
Relative Fit Index (RFI)
Incremental Fit Index (IFI)
Tucker-Lewis coefficient (TLI)
Comparative Fit Index (CFI)

CFA model

Structural model

503.958
381
1.323
0.00 *
0.032
0.069
0.906
0.932
0.923
0.983
0.980
0.982

517.622
384
1.348
0.00 *
0.033
0.073
0.904
0.931
0.921
0.981
0.978
0.981

Notes: *According to Hair et al. (2005) when n . 250, observed variables m $ 30, RMR , 0.08,
RMSEA , 0.07, CFI . 0.90

Latent constructs

Observed variables

Standardized
regression weights

Squared multiple
correlations

0.781
0.810
0.671
0.559
0.674
0.740
0.793
0.746
0.747
0.730
0.791
0.859
0.852
0.903
0.841
0.794
0.812
0.743
0.862
0.898
0.877
0.852
0.699

0.610
0.656
0.451
0.313
0.454
0.548
0.629
0.557
0.557
0.532
0.626
0.738
0.726
0.816
0.707
0.631
0.660
0.552
0.744
0.806
0.769
0.726
0.489

0.698
0.870
0.895
0.789
0.808

0.487
0.756
0.801
0.623
0.653

0.896

0.803

0.593

0.352

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

Soft TQM
elements (X1)

Top management commitment

Strategic quality planning
Employee involvement
Supplier management
Customer focus
Process orientation
Continuous improvement
Facts-based decision making
Human resource development
Hard TQM
Cause and effect diagram
elements (X2)
Scatter diagram
Affinity diagram
Relations diagram
Force-field analysis
Run chart
Control charts
Quality function deployment
Failure mode and effect analysis
Quality
End product defects are reduced
improvement (X3) Obsolete products are reduced
Non-conformances are reduced
Reprocessing is reduced
Warranty compensations are
reduced
Market benefits
Profit has increased
(X4)
Competitive position has improved
Performance has improved
Sales have increased
Customer
The number of customer
satisfaction (X5)
complaints has decreased
Customer satisfaction has
diachronically improved
Customers are retained and are
loyal to the company

Latent constructs
X1
X2
X3
X4
X5

Cronbachs
alpha

Average variance
extracted *

Construct
reliability * *

(Corr)2 * * *

0.902
0.947
0.923
0.895
0.792

0.531
0.655
0.707
0.667
0.603

0.910
0.947
0.923
0.888
0.816

0.389
0.108
0.486
0.403
0.486

Notes: *AVE Sli 2 =n (i 1. . .n; l standardized factor loadings, i observed variables);

* *CR Sli2 =Sli2 Sdi
, (li standardized factor loading, i observed variables, di error
variance); * * *: the highest squared correlation between factor of interest and remaining factors

Impact of soft
and hard
TQM elements
157

Table IV.
Confirmatory factor
analysis

Table V.
Model reliability and
validity

IJQRM
26,2

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

158

0.7-0.5, Average Variance Extracted . 0.5, Construct Reliability . 0.7), discriminant

validity (Average Variance Extracted . Corr2), (Table V), face-content validity
(literature review, questionnaire review by academics and quality professionals) and
nomological validity (significant correlations among latent constructs and between them
and an independent variable, which they predict satisfactorily, R-square 0.644).
Cross-validation was used to make a second confirmation of the measurement model.
So we randomly split the initial data sample (n 318) into two groups (n1 159 and
n2 159) and examined the goodness of model fit to the two groups. According to Hair
et al. (2005), we applied a series of progressively more rigorous tests across samples
(Table VI), which confirmed the measurements model validity.
The structural model
Having examined the measurement model reliability and validity, we determined the
relationships between the latent constructs, as it is presented in Figure 1 and then we
Model description

Table VI.
Cross-validation

Figure 1.
The structural model

Group 1
Group 2
Factor structure equivalence
Factor loading equivalence
Interfactor covariance equivalence
Error variance equivalence
Notes: *Good fit; * *Insignificant

X2
480.7
560.2
1040.9
1076.3
1081.5
1129.7

df
381
381
762
787
797
827

p
0
0
0
0
0
0

RMSEA
0.041
0.055
0.034
0.034
0.034
0.034

CFI
0.97
0.95
0.96
0.96
0.96
0.95

Dx2

Ddf
*
*
*

35.3
5.1
48.2

25
10
30

. 0.001 * *
. 0.001 * *
. 0.001 * *

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

examined the goodness of model fit to the observed data. According to Hair et al.
(2005), we initially compared the structural model with the CFA model in terms of
Standardized Regression Weights (nontrivial, differences , 0.05, non-statistically
significant Wilcoxon Singed Ranks Test). In Table IV it is observed that the
structural model provides a good overall fit, while as far as goodness of fit indices are
concerned, we conclude that there are no significant differences with the respective
indices of the CFA model. Figure 1 presents the statistically significant relationships
and the variance explained for the endogenous constructs.
From this figure it is obvious that soft and hard TQM elements have both a
direct and indirect impact on the quality management results. More specifically,
quality improvement is influenced mainly by soft TQM elements and secondarily
by hard TQM elements. Customer satisfaction is influenced mainly by quality
improvement and secondarily by soft TQM elements. Market benefits are
influenced mainly by customer satisfaction and secondarily by hard TQM
elements. From the above mentioned it is concluded that quality management results
are significantly influenced mainly by soft TQM elements and secondarily by hard
TQM elements. In other words, the research hypothesis, that is soft and hard TQM
elements affect the results of adopting a quality management system, is not rejected.
Discussion
Taking the profiles of the companies participating in the study into account, we can
conclude that they are characterized by a desire to pursue quality, given that most of them
started their journey towards quality before the revision of the ISO 9000 standard in the
year 2000. Thus, by implementing the ISO 9000:1994 and mostly the revised ISO 9001:2000
standards, the foundations are laid for the future implementation of other quality
standards, such as Health and Safety (OHSAS 18001) and Environmental (ISO 14001).
Furthermore, if we take into account the willingness of most companies to incorporate the
TQM principles into their quality system, we cannot but talk about a hopeful future for
quality management. On the contrary, in the study of Coleman and Douglas (2003), the
majority of the organizations viewed ISO 9000 as the end of their quality journey.
However, we should stress that the quality management attempts made by
companies individually are not sufficient. To satisfy the end customer consumer,
quality should be ensured outside companies as well, that is throughout the
distribution network. Therefore, after quality is firmly founded inside companies, we
should turn our attention to the way quality is managed among
companies-wholesalers-retailers. The authors believe that TQM can guarantee
quality within the companies, but also throughout the supply chain.
Results showed that both aspects of TQM the soft and the hard side play a
significant role in gaining benefits from the quality management system, both inside
and outside the business environment. However, it becomes evident that soft TQM
elements play a major role, while the role of quality management tools is inferior, yet
not insignificant. The consolidation of the companys market position seemed to be
significantly determined by the degree of customer satisfaction, while it is also directly
affected by quality tools to a lesser degree. But customer satisfaction requires the
companys quality improvement and the adoption of TQM principles, such as customer
focus and the measurement of customer satisfaction. Based on the results of this study,
the adoption of soft and hard TQM elements can lay the foundations for improving
the way a company operates and hence its quality.

Impact of soft
and hard
TQM elements
159

IJQRM
26,2

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

160

The result of the present study regarding the more significant role of soft TQM
elements compared to hard TQM elements, is consistent with that of Lagrosen and
Lagrosen (2005), who indicated that the functioning of a companys quality management
system depends, to a significant degree, on the use of quality management models such as
ISO, EFQM, MBNQA and the level of adoption of three quality management principles
(continuous improvement, management by facts and participation of everybody).
Moreover, in the study conducted by Ahmed et al. (2005), a small rate of companies
considered quality tools as the most important element in a TQM system, contrary to top
management commitment and customer orientation. Ahmed and Hassan (2003), given
that their study revealed a limited use of quality tools and mainly the Statistical Process
Control, recommend that companies widely accept quality practices that are incorporated
into everyday practice and realize the advantages coming from quality tools
implementation so that they can achieve business performance improvement.
Tari (2005) indicated that, in order to progress towards TQM, ISO 9000 certified
firms must improve their people orientation and use quality improvement tools and
techniques to a higher extent, even if, in contrast to our study, the factors related to the
hard part were more implemented.
The significant effect of implementing a quality system according to soft TQM
elements on customer satisfaction and the companys position in the market, as it
became evident in the present study, is consistent with the results coming from the
study of Agus et al. (2000). They found that implementing soft TQM elements
contributes to improved customer satisfaction, which in turn results in financial
performance improvement. Prajogo and Sohal (2003) found that the effects of the TQM
system on product and process quality and innovation are important.
The significant effect of soft TQM elements on quality improvement, which was
proved in the present research, is consistent with the result of Prajogos study (2005),
which showed that TQM principles adoption by services and manufacturing companies,
significantly promotes product quality improvement in terms of reliability, performance,
duration and conformance to requirements. Finally, the meta-analysis results of
Jitpaiboon and Rao (2007) revealed that soft TQM elements are significantly associated
with the results in the internal and external business environment.
Conclusions
Obtaining a competitive advantage that ensures the companys sustainability and
dominance in the market, by means of satisfying its customers and substantially
improving its quality, is significantly affected by soft TQM elements and the
implementation of quality management tools and techniques. However, tools are only
the vehicle to quality improvement. Quality tools usage alone can not lead a company
to continuous process improvement, customer satisfaction and consolidation of its
market position, without the proper guidance by top management and employee and
supplier support.
However, in the present study there are limitations. Data constitute subjective
business evidence that came from quality managers, a fact that entails the risk of
receiving biased answers. It is also a research conducted on companies from all sectors
and the proposed model has not been checked for its validity in separate sectors, due to
the limited number of companies per sector. However, this can be the subject of a future
research. We would also suggest conducting a future research on companies with the
purpose of collecting primary data on TQM that will be subjective and will be based on

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

the opinions of more than one person per company including employees, as well as
objective data that would be based on the companys financial indicators.
References
Agus, A., Krishnan, S.K. and Kadir, S.L.S.A. (2000), The structural impact of total quality
management on financial performance relative to competitors through customer
satisfaction: a case study of Malaysian manufacturing companies, Total Quality
Management, Vol. 11 Nos 4-6, pp. 808-19.
Ahmed, S. and Hassan, M. (2003), Survey and case investigations on application of quality
management tools and techniques in SMIs, International Journal of Quality & Reliability
Management, Vol. 20 No. 7, pp. 795-826.
Ahmed, S.M., Aoieong, R.T., Tang, S.L. and Zheng, D.X.M. (2005), A comparison of quality
management systems in the construction industries of Hong Kong and the USA,
International Journal of Quality & Reliability Management, Vol. 22 No. 2, pp. 149-61.
Ally, N. and Schloss, D. (2003), Quality management worldwide. Assessing quality management
systems of Mexicos maquiladoras, The TQM Magazine, Vol. 15 No. 1, pp. 30-6.
Armstrong-Stassen, G., Reavley, M. and Ghanam, D. (2005), Organizational downsizing and its
perceived impact on quality management practices, International Journal of Quality
& Reliability Management, Vol. 22 No. 9, pp. 950-67.
Bayazit, O. (2003), Total quality management (TQM) practices in Turkish manufacturing
organizations, The TQM Magazine, Vol. 15 No. 5, pp. 345-50.
Bou-Llusar, J.C., Escrig-Tena, A.B., Roca-Puig, V. and Beltran-Martin, I. (2005), To what extent
do enablers explain results in the EFQM excellence model? An empirical study,
International Journal of Quality & Reliability Management, Vol. 22 No. 4, pp. 337-53.
Bunney, H.S. and Dale, B.G. (1997), The implementation of quality management tools and
techniques: a study, The TQM Magazine, Vol. 9 No. 3, pp. 183-9.
Byrne, B. (2001), Structural Equation Modeling with AMOS: Basic Concepts, Applications and
Programming, Lawrence Erlbaum Associates Publishers, London.
Coleman, S. and Douglas, A. (2003), Where next for ISO 9000 companies?, The TQM Magazine,
Vol. 15 No. 2, pp. 88-92.
Curry, A. and Kadasah, N. (2002), Focusing on key elements of TQM evaluation for
sustainability, The TQM Magazine, Vol. 14 No. 4, pp. 207-16.
Dale, B.G. (2002), European quality challenges for the new millennium, Measuring Business
Excellence, Vol. 6 No. 4, pp. 28-32.
Davig, W., Brown, S., Friel, T. and Tabibzadeh, K. (2003), Quality management in small
manufacturing, Industrial Management & Data Systems, Vol. 103 No. 2, pp. 68-77.
Drew, E. and Healy, C. (2006), Quality management approaches in Irish organizations,
The TQM Magazine, Vol. 18 No. 4, pp. 358-71.
Garson, D. (2007), Testing of Assumptions, Key Concepts and Terms, available at: www2.chass.
ncsu.edu/garson/pa765/assumpt.htm (accessed 2 September 2007).
Gotzamani, K., Theodorakioglou, Y.D. and Tsiotras, G.D. (2006), A longitudinal study of ISO
9000 (1994) series contribution towards TQM in Greek industry, The TQM Magazine,
Vol. 18 No. 1, pp. 44-54.
Hafeez, K., Malak, N. and Abdelmeguid, H. (2006), A framework for TQM to achieve business
excellence, Total Quality Management, Vol. 17 No. 9, pp. 1213-29.

Impact of soft
and hard
TQM elements
161

IJQRM
26,2

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

162

Hair, J.F., Black, W.C., Babin, B.J., Anderson, R.E. and Tatham, R.L. (2005), Multivariate Data
Analysis, 6th ed., Pearson Prentice-Hall, Englewood Cliffs, NJ.
Hoang, D.T., Igel, B. and Laosirihongthong, T. (2006), The impact of total quality management
on innovation. Findings from a developing country, International Journal of Quality
& Reliability Management, Vol. 23 No. 9, pp. 1092-117.
Idris, M.A. and Zairi, M. (2006), Sustaining TQM: a synthesis of literature and proposed
research framework, Total Quality Management, Vol. 17 No. 9, pp. 1245-60.
Jitpaiboon, T. and Rao, S.S. (2007), A meta-analysis of quality measures in manufacturing
system, International Journal of Quality & Reliability Management, Vol. 24 No. 1,
pp. 78-102.
Karuppusami, G. and Gandhinathan, R. (2006), Pareto analysis of critical success factors of total
quality management. A literature review and analysis, The TQM Magazine, Vol. 18 No. 4,
pp. 372-85.
Kline, R.B. (2005), Structural Equation Modeling, 2nd ed., The Guilford Press, New York, NY.
Lagrosen, Y. and Lagrosen, S. (2005), The effects of quality management a survey of Swedish
quality professionals, International Journal of Operations & Production Management,
Vol. 25 No. 10, pp. 940-52.
Martinez-Lorente, A.R., Dewhurst, F. and Dale, B.G. (1998), Total quality management: origins
and evolution of the term, The TQM Magazine, Vol. 10 No. 5, pp. 378-86.
Miyagawa, M. and Yoshida, K. (2005), An empirical study of TQM practices in Japanese-owned
manufacturers in China, International Journal of Quality & Reliability Management,
Vol. 22 No. 6, pp. 536-53.
Prajogo, D.I. (2005), The comparative analysis of TQM practices and quality performance
between manufacturing and service firms, International Journal of Service Industry
Management, Vol. 16 No. 3, pp. 217-28.
Prajogo, D.I. and McDermott, C.M. (2005), The relationship between total quality management
practices and organizational culture, International Journal of Operations & Production
Management, Vol. 25 No. 11, pp. 1101-22.
Prajogo, D.I. and Sohal, A.S. (2003), The relationship between TQM practices, quality
performance and innovation performance: an empirical examination, International
Journal of Quality & Reliability Management, Vol. 20 No. 8, pp. 901-18.
Rahman, S. (2004), The future of TQM is past. Can TQM be resurrected?, Total Quality
Management, Vol. 15 No. 4, pp. 411-22.
Rahman, S. and Sohal, A.S. (2002), A review and classification of total quality management
research in Australia and an agenda for future research, International Journal of Quality
& Reliability Management, Vol. 19 No. 1, pp. 46-66.
Sila, I. and Ebrahimpour, M. (2005), Critical linkages among TQM factors and business results,
International Journal of Operations & Production Management, Vol. 25 No. 11, pp. 1123-55.
Singh, P.J. and Smith, A. (2006), An empirically validated quality management measurement
instrument, Benchmarking: An International Journal, Vol. 13 No. 4, pp. 493-522.
Sun, H., Li, S., Ho, K., Gersten, F., Hansen, P. and Frick, J. (2004), The trajectory of implementing
ISO 9000 standards versus total quality management in Western Europe, International
Journal of Quality & Reliability Management, Vol. 21 No. 2, pp. 131-53.
Talha, M. (2004), Total quality management (TQM): an overview, The Bottom Line: Managing
Library Finances, Vol. 17 No. 1, pp. 15-19.
Tari, J.J. (2005), Components of successful total quality management, The TQM Magazine,
Vol. 17 No. 2, pp. 182-94.

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

Thiagaragan, T., Zairi, M. and Dale, B.G. (2001), A proposed model of TQM implementation
based on an empirical study of Malaysian industry, International Journal of Quality
& Reliability Management, Vol. 18 No. 3, pp. 289-306.
van der Wiele, A., Dale, B.G. and Williams, A.R.T. (1997), ISO 9000 series registration to total
quality management: the transformation journey, International Journal of Quality Science,
Vol. 2 No. 4, pp. 236-52.
van der Wiele, T., Dale, B. and Williams, R. (2000), Business improvement through quality
management systems, Management Decision, Vol. 38 No. 1, pp. 19-23.
Vouzas, F.K. and Gotzamani, K.D. (2005), Best practices of selected Greek organizations on their
road to business excellence, The TQM Magazine, Vol. 17 No. 3, pp. 259-66.
Vouzas, F. and Psyhogios, A.G. (2007), Assessing managers awareness of TQM, The TQM
Magazine, Vol. 19 No. 1, pp. 62-75.
Williams, R., van der Wiele, T., Iwaarden, J. and Viser, R. (2004), TQM: why it will again become
a top management issue, International Journal of Quality & Reliability Management,
Vol. 21 No. 6, pp. 603-11.
Yang, C.C. (2006), The impact of human resource management practices on the implementation
of total quality management, The TQM Magazine, Vol. 18 No. 2, pp. 162-73.
Zairi, M. (1994), TQM: what is wrong with the terminology?, The TQM Magazine, Vol. 6 No. 4,
pp. 6-8.
Zairi, M. and Thiagarajan, T. (1997), A review of total quality management in practice:
understanding the fundamentals through examples of best practice applications Part
III, The TQM Magazine, Vol. 9 No. 6, pp. 414-17.
About the authors
Christos Fotopoulos is full time Professor of Marketing Management and Head of the
Department of Business Administration of Food and Agricultural Enterprises of the University
of Ioannina. His scientific contribution includes the completion of 27 research projects, in the 13
of which, he was the project leader. His scientific work includes over 35 papers more than 22 of
which published in international peer reviewed journals, over 13 books monographs, over 30
papers published in peer reviewed conferences and a lot of research project reports published in
Greek and in English. His current research interests include, but are not limited in, Management,
Agribusiness, Food Marketing (especially organic products), Total Quality Management, Supply
Chain Management and finally Promotion and Marketing of PDO products and aspects of
contemporary marketing of agricultural businesses. Christos Fotopoulos is the corresponding
author and can be contacted at: chfotopu@cc.uoi.gr
Dr Evangelos Psomas is a Research Assistant in the Department of Business Administration
of Food and Agricultural Enterprises of the University of Ioannina. He has dealt widely with
issues of Management and Marketing and has worked as a research and teaching assistant in
University of Ioannina and Technological Educational Institute of Epirus. His current research
interests include: Management, Total Quality Management, Quality Assurance, Human
Resource Management, Supply Chain Management, Agribusiness and Food Marketing.

To purchase reprints of this article please e-mail: reprints@emeraldinsight.com

Or visit our web site for further details: www.emeraldinsight.com/reprints

Impact of soft
and hard
TQM elements
163

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

This article has been cited by:

1. Bita Yazdani Department of Management, Najafabad Branch, Islamic Azad University, Najafabad, Iran
AND Department of Management, University of Isfahan, Isfahan, Iran Ali Attafar Department of
Management, University of Isfahan, Isfahan, Iran Arash Shahin Department of Management, University
of Isfahan, Isfahan, Iran Manouchehr Kheradmandnia Department of Statistics, University of Isfahan,
Isfahan, Iran . 2016. The impact of TQM practices on organizational learning case study. International
Journal of Quality & Reliability Management 33:5, 574-596. [Abstract] [Full Text] [PDF]
2. Neena Sinha University School of Management Studies, GGS Indraprastha University, Dwarka, Delhi,
India Ajay K. Garg Fairleigh Dickinson University, Vancouver, Canada Neelam Dhall Jagan Institute of
Management Studies, Rohini, Delhi, India . 2016. Effect of TQM principles on performance of Indian
SMEs: the case of automotive supply chain. The TQM Journal 28:3, 338-359. [Abstract] [Full Text]
[PDF]
3. Yiannis Nikolaidis Department of Applied Informatics, University of Macedonia, Thessaloniki, Greece
Afroditi Adamidou Hellenic Open University, Patra, Greece . 2016. Quality assurance mapping in Greek
service companies. The TQM Journal 28:3, 431-454. [Abstract] [Full Text] [PDF]
4. Nasser Habtoor Department of Human Resource Management, Islamic Science University of Malaysia,
Nilai, Malaysia AND Faculty of Business Administration, University of Aden, Aden, Yemen . 2016.
Influence of human factors on organisational performance. International Journal of Productivity and
Performance Management 65:4, 460-484. [Abstract] [Full Text] [PDF]
5. Sangeeta Sahney Vinod Gupta School of Management, Indian Institute of Technology, Kharagpur,
India . 2016. Use of multiple methodologies for developing a customer-oriented model of total quality
management in higher education. International Journal of Educational Management 30:3, 326-353.
[Abstract] [Full Text] [PDF]
6. DIMITRIOS KAFETZOPOULOS, EVANGELOS PSOMAS. 2016. ORGANISATIONAL
LEARNING, NON-TECHNICAL INNOVATION AND CUSTOMER SATISFACTION OF SMEs.
International Journal of Innovation Management 20:03, 1650041. [CrossRef]
7. A. Pal Pandi, K.P. Paranitharan, D. Jeyathilagar. 2016. Implementation of IEQMS model in engineering
educational institutions a structural equation modelling approach. Total Quality Management & Business
Excellence 1-29. [CrossRef]
8. Evangelos L. Psomas Business Administration of Food and Agricultural Enterprises, University of Patras,
Agrinio, Greece Carmen Jaca Tecnun, Engineering School, University of Navarra, San Sebastian, Spain .
2016. The impact of total quality management on service company performance: evidence from Spain.
International Journal of Quality & Reliability Management 33:3, 380-398. [Abstract] [Full Text] [PDF]
9. Mara de la Cruz Del Ro-Rama, Jos lvarez-Garca, Margarida Saraiva, Antnio Ramos-Pires. 2016.
Influence of quality on employee results: the case of rural accommodations in Spain. Total Quality
Management & Business Excellence 1-20. [CrossRef]
10. A. Pal Pandi, P.V. Rajendra Sethupathi, D. Jeyathilagar. 2016. The IEQMS model for augmenting quality
in engineering institutions an interpretive structural modelling approach. Total Quality Management
& Business Excellence 27:3-4, 292-308. [CrossRef]
11. Rateb J Sweis Business Management Department, University of Jordan, Amman, Jordan Firas Izzat
Mahmoud Saleh Business Management Department, The University of Jordan, Amman, Jordan
Samer Eid Dahiyat Business Management Department, The University of Jordan, Amman, Jordan
Nadia J Sweis Princess Summaya University of Technology, Al Jubaiha, Jordan Rawan Ali Saleh

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

Business Management Department, The University of Jordan, Amman, Jordan Hannah Diab Business
Management Department, The University of Jordan, Amman, Jordan . 2016. Benchmarking of TQM
practices in INGOs: a literature review. Benchmarking: An International Journal 23:1, 236-261. [Abstract]
[Full Text] [PDF]
12. Muhammad Asif, Henk J. de Vries. 2015. Creating ambidexterity through quality management. Total
Quality Management & Business Excellence 26:11-12, 1226-1241. [CrossRef]
13. Juan Jos Tar, Jorge Pereira-Moliner, Eva M. Pertusa-Ortega, Mara D. Lpez-Gamero, Jos F. MolinaAzorn. 2015. Does quality management improve performance or vice versa? Evidence from the hotel
industry. Service Business . [CrossRef]
14. Danica Bakoti, Andrijana Rogoi. 2015. Employee involvement as a key determinant of core quality
management practices. Total Quality Management & Business Excellence 1-18. [CrossRef]
15. Rameshwar Dubey Operations Management Department, Symbiosis International University, Nashik,
India Tripti Singh School of Management studies, Motilal Nehru National Institute of Technology,
Allahabad, India Sadia Samar Ali Operations & QT Department, Fortune Institute of International
Business, New Delhi, India . 2015. The mediating effect of human resource on successful total quality
management implementation. Benchmarking: An International Journal 22:7, 1463-1480. [Abstract] [Full
Text] [PDF]
16. Mara del Mar Alonso-Almeida, Lloren Bagur-Femenias, Josep Llach, Jordi Perramon. 2015.
Sustainability in small tourist businesses: the link between initiatives and performance. Current Issues in
Tourism 1-20. [CrossRef]
17. Lloren Bagur-Femenas, Jordi Perramon, Jos Daniel Barquero. 2015. Does intensive social network
management lead to positive effects in quality practices?. Total Quality Management & Business Excellence
1-15. [CrossRef]
18. Joaqun Gmez Gmez, Micaela Martnez Costa, ngel R. Martnez Lorente. 2015. EFQM Excellence
Model and TQM: an empirical comparison. Total Quality Management & Business Excellence 1-16.
[CrossRef]
19. Rana Basu, Prabha Bhola. 2015. Exploring Quality Management Practices and Its Pattern Analysis in
Indian Service SMEs. Journal of Enterprising Culture 23:02, 199-235. [CrossRef]
20. Dotun Adebanjo, Matthew Tickle, Tritos Laosirihongthong, Robin Mann. 2015. A study of the use of
business improvement initiatives: the association with company size and level of national development.
Production Planning & Control 26:7, 507-524. [CrossRef]
21. Mara Mar del Alonso-Almeida, Lloren Bagur-Femenas, Josep Llach. 2015. The adoption of quality
management practices and their impact on business performance in small service companies: the case of
Spanish travel agencies. Service Business 9:1, 57-75. [CrossRef]
22. Muhammad Asif. 2015. A critical review of service excellence models: towards developing an integrated
framework. Quality & Quantity 49:2, 763-783. [CrossRef]
23. Thomas Bortolotti, Stefania Boscari, Pamela Danese. 2015. Successful lean implementation:
Organizational culture and soft lean practices. International Journal of Production Economics 160, 182-201.
[CrossRef]
24. Rameshwar Dubey Symbiosis Institute of Operations Management, Constituent of Symbiosis
International University, CIDCO, New Nashik, India . 2015. An insight on soft TQM practices and their
impact on cement manufacturing firms performance. Business Process Management Journal 21:1, 2-24.
[Abstract] [Full Text] [PDF]

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

25. Matthew Tickle, Dotun Adebanjo, Robin Mann, Francis Ojadi. 2015. Business improvement tools and
techniques: a comparison across sectors and industries. International Journal of Production Research 53:2,
354-370. [CrossRef]
26. Prodromos Chatzoglou Department of Production and Management Engineering, Democritus University
of Thrace, Xanthi, Greece Dimitrios Chatzoudes Department of Production and Management
Engineering, Democritus University of Thrace, Xanthi, Greece Nikolaos Kipraios Department of Primary
Education, Democritus University of Thrace, Xanthi, Greece . 2015. The impact of ISO 9000 certification
on firms financial performance. International Journal of Operations & Production Management 35:1,
145-174. [Abstract] [Full Text] [PDF]
27. M. Waqas Raja, S. Wei. 2015. Evaluating innovation performance and quality practices relationship: A
review from different industries. Tkhne 13:1, 25-33. [CrossRef]
28. Mohamed Gamal Aboelmaged. 2014. Predicting e-readiness at firm-level: An analysis of technological,
organizational and environmental (TOE) effects on e-maintenance readiness in manufacturing firms.
International Journal of Information Management 34:5, 639-651. [CrossRef]
29. Keng-Boon Ooi. 2014. TQM: A facilitator to enhance knowledge management? A structural analysis.
Expert Systems with Applications 41:11, 5167-5179. [CrossRef]
30. Alireza Shokri Newcastle Business School, Northumbria University, Newcastle Upon Tyne, UK David
Oglethorpe School of Management, Sheffield University, Sheffield, UK Farhad Nabhani School of Science
and Engineering, Teesside University, Middlesbrough, UK . 2014. Evaluating Six Sigma methodology to
improve logistical measures of food distribution SMEs. Journal of Manufacturing Technology Management
25:7, 998-1027. [Abstract] [Full Text] [PDF]
31. Scott Leavengood, Timothy R. Anderson, Tugrul U. Daim. 2014. Exploring linkage of quality
management to innovation. Total Quality Management & Business Excellence 25:9-10, 1126-1140.
[CrossRef]
32. Evangelos Psomas Department of Business Administration of Food and Agricultural Enterprises,
University of Ioannina, Agrinio, Greece Fotis Vouzas Business Administration, University of Macedonia,
Thessaloniki, Greece Dimitrios Kafetzopoulos Department of Business Administration of Food and
Agricultural Enterprises, University of Ioannina, Agrinio, Greece . 2014. Quality management benefits
through the soft and hard aspect of TQM in food companies. The TQM Journal 26:5, 431-444.
[Abstract] [Full Text] [PDF]
33. Kathryn A. Boys Department of Agricultural and Applied Economics, Virginia Tech, Blacksburg,
Virginia, USA Anne E. Wilcock Department of Marketing and Consumer Research, University of Guelph,
Guelph, Canada . 2014. Improving integration of human resources into quality management system
standards. International Journal of Quality & Reliability Management 31:7, 738-750. [Abstract] [Full Text]
[PDF]
34. Nihal P. Jayamaha, Jrgen P. Wagner, Nigel P. Grigg, Nicky M. Campbell-Allen, Warwick Harvie. 2014.
Testing a theoretical model underlying the Toyota Way an empirical study involving a large global
sample of Toyota facilities. International Journal of Production Research 52:14, 4332-4350. [CrossRef]
35. Garry Wei-Han Tan, Keng-Boon Ooi, Lai-Ying Leong, Binshan Lin. 2014. Predicting the drivers of
behavioral intention to use mobile learning: A hybrid SEM-Neural Networks approach. Computers in
Human Behavior 36, 198-213. [CrossRef]
36. Juan Antonio Gimnez Espn, Daniel Jimnez Jimnez, Micaela Martnez Costa. 2014. La gestin de
calidad: importancia de la cultura organizativa para el desarrollo de variables intangibles. Revista Europea
de Direccin y Economa de la Empresa 23:3, 115-126. [CrossRef]

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

37. Erlantz Allur Department of Management, University of the Basque Country, San Sebastin, Spain Iaki
Heras-Saizarbitoria Department of Management, University of the Basque Country, San Sebastin, Spain
Mart Casadess Department of Management & Product Design, University of Girona, Girona, Spain .
2014. Internalization of ISO 9001: a longitudinal survey. Industrial Management & Data Systems 114:6,
872-885. [Abstract] [Full Text] [PDF]
38. Dimitrios P. Kafetzopoulos Department of Business Administration of Food and Agricultural Enterprises,
University of Western Greece, Agrinio, Greece Katerina D. Gotzamani Department of Business
Administration University of Macedonia, Thessaloniki, Greece Evangelos L. Psomas Department of
Business Administration of Food and Agricultural Enterprises, University of Western Greece, Agrinio,
Greece . 2014. The impact of employees attributes on the quality of food products. International Journal
of Quality & Reliability Management 31:5, 500-521. [Abstract] [Full Text] [PDF]
39. Ahmad M. Herzallah, Leopoldo Gutirrez-Gutirrez, Juan Francisco Munoz Rosas. 2014. Total quality
management practices, competitive strategies and financial performance: the case of the Palestinian
industrial SMEs. Total Quality Management & Business Excellence 25:5-6, 635-649. [CrossRef]
40. Jos lvarez Garca, Mercedes Vila Alonso, Jos Antonio Fraiz Brea, Mara de la Cruz del Ro Rama.
2014. Relacin entre herramientas y factores crticos de la calidad. Revista Europea de Direccin y Economa
de la Empresa 23:2, 82-97. [CrossRef]
41. Sanjay Bahl Indian Institute of Foreign Trade, New Delhi, India O.P. Wali Indian Institute of Foreign
Trade, New Delhi, India . 2014. Perceived significance of information security governance to predict the
information security service quality in software service industry. Information Management & Computer
Security 22:1, 2-23. [Abstract] [Full Text] [PDF]
42. Mehdi Narimani Human Resources Research Center, Institute for International Energy Studies, Tehran,
Iran and Faculty of Management, University of Tehran, Tehran, Iran Elham Tabaeian Faculty of
Management and Accounting, Allameh Tabatabai University, Tehran, Iran Maral Khanjani Faculty of
Management, University of Tehran, Tehran, Iran Farzaneh Soltani Faculty of Management, University
of Isfahan, Isfahan, Iran . 2013. The impact of organizational citizenship behavior on enterprise resource
planning success. International Journal of Quality & Reliability Management 31:1, 53-65. [Abstract] [Full
Text] [PDF]
43. M. Natarajan Department of Mechanical Engineering, Adithya Institute of Technology, Coimbatore,
India V. Senthil Department of Mechanical Engineering, Adithya Institute of Technology, Coimbatore,
India S.R. Devadasan Department of Production Engineering, PSG College of Technology, Coimbatore,
India N. Vijay Mohan Research and Development Department, Lakshmi Machine Works Limited,
Coimbatore, India N.M. Sivaram Department of Production Engineering, PSG College of Technology,
Coimbatore, India . 2013. Quality and reliability in new product development. Journal of Manufacturing
Technology Management 24:8, 1143-1162. [Abstract] [Full Text] [PDF]
44. Mehran Ebrahimi, Mehran Sadeghi. 2013. Quality management and performance: An annotated review.
International Journal of Production Research 51:18, 5625-5643. [CrossRef]
45. Lai-Ying Leong, Keng-Boon Ooi, Alain Yee-Loong Chong, Binshan Lin. 2013. Modeling the stimulators
of the behavioral intention to use mobile entertainment: Does gender really matter?. Computers in Human
Behavior 29:5, 2109-2121. [CrossRef]
46. Manal YunisCollege of Business Administrations, University of TexasPan American, Edinburg, Texas,
USA Joo JungCollege of Business Administrations, University of TexasPan American, Edinburg, Texas,
USA Shouming ChenSchool of Economics and Management, Tongji University, Shanghai, China. 2013.

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

TQM, strategy, and performance: a firmlevel analysis. International Journal of Quality & Reliability
Management 30:6, 690-714. [Abstract] [Full Text] [PDF]
47. Juan Antonio Gimenez-Espin, Daniel Jimnez-Jimnez, Micaela Martnez-Costa. 2013. Organizational
culture for total quality management. Total Quality Management & Business Excellence 24:5-6, 678-692.
[CrossRef]
48. Faisal Talib, Zillur Rahman, Asif Akhtar. 2013. An instrument for measuring the key practices of total
quality management in ICT industry: an empirical study in India. Service Business 7:2, 275-306. [CrossRef]
49. Professor T.C. Melewar and Dr Sharifah AlwiS.J. GoraneDepartment of Mechanical Engineering,
Sardar Vallabhbhai National Institute of Technology, Surat, India Ravi KantDepartment of Mechanical
Engineering, Sardar Vallabhbhai National Institute of Technology, Surat, India. 2013. Modelling the
SCM enablers: an integrated ISMfuzzy MICMAC approach. Asia Pacific Journal of Marketing and Logistics
25:2, 263-286. [Abstract] [Full Text] [PDF]
50. Keng-Boon Ooi, Voon-Hsien Lee, Alain Yee-Loong Chong, Binshan Lin. 2013. Does TQM improve
employees quality of work life? Empirical evidence from Malaysia's manufacturing firms. Production
Planning & Control 24:1, 72-89. [CrossRef]
51. Voon-Hsien Lee, Keng-Boon Ooi, Amrik S. Sohal, Alain Yee-Loong Chong. 2012. Structural
relationship between TQM practices and learning organisation in Malaysia's manufacturing industry.
Production Planning & Control 23:10-11, 885-902. [CrossRef]
52. Saman YapaDepartment of Decision Sciences, University of Sri Jayewardenepura, Nugegoda, Sri Lanka.
2012. Total quality management in Sri Lankan service organizations. The TQM Journal 24:6, 505-517.
[Abstract] [Full Text] [PDF]
53. Salina DaudDo knowledge management processes mediate the relationship between TQM factors and
organizational business results? 1-6. [CrossRef]
54. SiewYong LamUniversiti Tunku Abdul Rahman, Kampar, Malaysia VoonHsien LeeUniversiti Tunku
Abdul Rahman, Kampar, Malaysia KengBoon OoiUniversiti Tunku Abdul Rahman, Kampar, Malaysia
Kongkiti PhusavatKasetsart University, Bangkok, Thailand. 2012. A structural equation model of TQM,
market orientation and service quality. Managing Service Quality: An International Journal 22:3, 281-309.
[Abstract] [Full Text] [PDF]
55. Ana Beln Escrig-Tena, Juan Carlos Bou-Llusar, Vicente Roca-Puig, Inmaculada Beltrn-Martn. 2012.
Does quality management drive labour flexibility?. Total Quality Management & Business Excellence 23:2,
159-176. [CrossRef]
56. Paul ChapmanSad Business School, University of Oxford, Oxford, UK Michael BernonCranfield School
of Management, Cranfield University, Cranfield, UK Paul HaggettOTIF Consultants, Brampton, UK.
2011. Applying selected quality management techniques to diagnose delivery time variability. International
Journal of Quality & Reliability Management 28:9, 1019-1040. [Abstract] [Full Text] [PDF]
57. Peter Nielsen and Palle RasmussenAalborg University, DenmarkCheeYang FongFaculty of Business and
Finance, Universiti Tunku Abdul Rahman, Malaysia KengBoon OoiFaculty of Business and Finance,
Universiti Tunku Abdul Rahman, Malaysia BoonIn TanFaculty of Business and Finance, Universiti
Tunku Abdul Rahman, Malaysia VoonHsien LeeFaculty of Business and Finance, Universiti Tunku
Abdul Rahman, Malaysia Alain YeeLoong ChongDepartment of Industrial and Systems Engineering,
The Hong Kong Polytechnic University, Hong Kong, Republic of China. 2011. HRM practices and
knowledge sharing: an empirical study. International Journal of Manpower 32:5/6, 704-723. [Abstract]
[Full Text] [PDF]

Downloaded by UNIVERSITY OF PORTSMOUTH At 14:09 15 May 2016 (PT)

58. Rajesh Kr SinghIndian Institute of Foreign Trade, New Delhi, India. 2011. Analyzing the interaction of
factors for success of total quality management in SMEs. Asian Journal on Quality 12:1, 6-19. [Abstract]
[Full Text] [PDF]
59. Evangelos L. PsomasDepartment of Business Administration of Food and Agricultural Enterprises,
University of Ioannina, Agrinio, Greece Christos V. FotopoulosDepartment of Business Administration
of Food and Agricultural Enterprises, University of Ioannina, Agrinio, Greece Dimitrios P.
KafetzopoulosDepartment of Business Administration of Food and Agricultural Enterprises, University
of Ioannina, Agrinio, Greece. 2011. Core process management practices, quality tools and quality
improvement in ISO 9001 certified manufacturing companies. Business Process Management Journal 17:3,
437-460. [Abstract] [Full Text] [PDF]
60. Keng-Boon Ooi, Jia-Jia Sim, King-Tak Yew, Binshan Lin. 2011. Exploring factors influencing consumers
behavioral intention to adopt broadband in Malaysia. Computers in Human Behavior 27:3, 1168-1178.
[CrossRef]
61. Faisal TalibMechanical Engineering Section, Faculty of Engineering and Technology, University
Polytechnic, Aligarh Muslim University, Aligarh, India Zillur RahmanDepartment of Management
Studies, Indian Institute of Technology Roorkee, Roorkee, India M.N. QureshiMechanical Engineering
Department, Faculty of Technology and Engineering, M.S. University of Baroda, Vadodara, India. 2011.
A study of total quality management and supply chain management practices. International Journal of
Productivity and Performance Management 60:3, 268-288. [Abstract] [Full Text] [PDF]
62. Iaki Heras, Frederic Marimon, Mart Casadess. 2009. Impacto competitivo de las herramientas para la
gestin de la calidad. Cuadernos de Economa y Direccin de la Empresa 12:41, 7-35. [CrossRef]
63. Daniel JimnezJimnezDepartment of Management and Finance, University of Murcia, Murcia, Spain
Micaela MartnezCostaDepartment of Management and Finance, University of Murcia, Murcia, Spain.
2009. The performance effect of HRM and TQM: a study in Spanish organizations. International Journal
of Operations & Production Management 29:12, 1266-1289. [Abstract] [Full Text] [PDF]