Critical Success Factors of TQM in Service Organizations: A Proposed Model

The successful implementation of total quality management (TQM) is often linked with the critical dimensions or critical success factors (CSFs) which are responsible for achieving effective results. The purpose of this study is to identify which CFSs are critical to TQM implementation and support service quality. The current study identifies nine CSFs from the extant literature that can help organizations to achieve business excellence. The study further proposes a model of organizational performance that can help managers to achieve organizational excellence and help them to maintain a fit with the changing environment. A possible sequence for implementation of this model is then presented.

[1]  Roberto Filippini,et al.  TQM impact on quality conformance and customer satisfaction: A causal model , 1998 .

[2]  Angappa Gunasekaran,et al.  Implementation of TQM in China and Organisation Performance: An Empirical Investigation , 2007 .

[3]  J. Dean,et al.  MANAGEMENT THEORY AND TOTAL QUALITY: IMPROVING RESEARCH AND PRACTICE THROUGH THEORY DEVELOPMENT , 1994 .

[4]  Patrik Jonsson,et al.  An examination of the main factors affecting trust/commitment in supplier‐dealer relationships: an empirical study of the Swedish wood industry , 2000 .

[5]  S. Snell,et al.  Integrated Manufacturing and Human Resource Management: A Human Capital Perspective , 1992 .

[6]  Evangelos Psomas,et al.  Assessing the critical factors and their impact on the effective implementation of a food safety management system , 2009 .

[7]  L. J. Porter,et al.  Identification of the Critical Factors of TQM , 1996 .

[8]  K. B. Hendricks,et al.  Firm characteristics, total quality management, and financial performance , 2001 .

[9]  Anders Gustafsson,et al.  The Role of Quality Practices in Service Organizations , 2003 .

[10]  J Bowe,et al.  Total quality management. , 1992, Contemporary longterm care.

[11]  T. Ramayah,et al.  TQM practices , service quality , and market orientation Some empirical evidence from a developing country , 2006 .

[12]  Hubert Rampersad.  75 painful questions about your customer satisfaction , 2001 .

[13]  Jiju Antony,et al.  Total quality management in UK service organisations: some key findings from a survey , 2001 .

[14]  Leonard L. Berry,et al.  Services marketing starts from within , 2000 .

[15]  S. G. Deshmukh,et al.  Critical success factors of TQM: A select study of Indian organizations , 2003 .

[16]  S. Brah,et al.  TQM and business performance in the service sector: a Singapore study , 2000 .

[17]  L. J. Porter,et al.  Total quality management—the critical success factors , 1993 .

[18]  Fotis Vouzas,et al.  Assessing managers' awareness of TQM , 2007 .

[19]  賴聖哲,et al.  軟硬實力對供應鏈整合之影響;The Impact of Soft and Hard Skills on Supply Chain Integration and Performance , 2012 .

[20]  Thurasamy Ramayah,et al.  TQM practices, service quality, and market orientation , 2006 .

[21]  Kin Chung Woon.  TQM implementation: comparing Singapore’s service and manufacturing leaders , 2000 .

[22]  W. Joseph,et al.  Internal marketing builds service quality. , 1996, Journal of health care marketing.

[23]  Amrik S. Sohal,et al.  TQM in Australian manufacturing: factors critical to success , 2000 .

[24]  William Wallace,et al.  Business excellence through customer satisfaction , 2000 .

[25]  L. Perry.  Effective facilitators – a key element in successful continuous improvement processes , 1995 .

[26]  Robert J. Gerard,et al.  Winning the Service Game , 1995 .

[27]  John D. Barrett,et al.  Quality From Customer Needs to Customer Satisfaction , 2004, Technometrics.

[28]  Jiju Antony,et al.  Evaluating service quality in a UK hotel chain: a case study , 2004 .

[29]  Mohamed A. Youssef,et al.  Benchmarking critical factors for TQM: part I: theory and foundations , 1995 .

[30]  Ziaul Huq,et al.  Total quality management contrasts in manufacturing and service industries , 1998 .

[31]  H. Eriksson,et al.  The impact of TQM on financial performance , 2002 .

[32]  Mohamed Limam,et al.  Quality management practices and their impact on performance , 2006 .

[33]  Osama A. Jannadi,et al.  Measurement of quality in Saudi Arabian service industry , 2000 .

[34]  T. C. Powell.  Total Quality Management as Competitive Advantage , 1995 .

[35]  Jaideep Motwani,et al.  Critical factors and performance measures of TQM , 2001 .

[36]  Gillian H. Wright,et al.  The impact of senior managers’ commitment on the success of TQM programmes: An empirical study , 2003 .

[37]  Donald Davis,et al.  A STUDY OF MEASURING THE CRITICAL FACTORS OF QUALITY MANAGEMENT , 1995 .

[38]  Roger M. Kerr,et al.  The relationship between total quality management practices and organisational performance in service organisations , 2003 .

[39]  R. N. Anantharaman,et al.  A holistic model for total quality service , 2001 .

[40]  Hesan A. Quazi,et al.  Critical factors in quality management and guidelines for self-assessment: The case of Singapore , 1998 .

[41]  Stefan Lagrosen,et al.  Strengthening the weakest link of TQM – from customer focus to customer understanding , 2001 .

[42]  Cristina Mele,et al.  The evolving path of TQM: towards business excellence and stakeholder value , 2006 .

[43]  Chandrasekharan Rajendran,et al.  The relationship between management's perception of total quality service and customer perceptions of service quality , 2002 .

[44]  Jamshed Siddiqui,et al.  Exploring total quality management for information systems in Indian firms: Application and benefits , 2006, Bus. Process. Manag. J..

[45]  Kevin B. Hendricks,et al.  The Long-Run Stock Price Performance of Firms with Effective TQM Programs , 2001, Manag. Sci..

[46]  Christian Grönroos,et al.  Service Management: A Management Focus for Service Competition , 1990 .

[47]  Amrik S. Sohal,et al.  Success factors, Weaknesses and myths concerning TQM implementation in Australia , 1993 .

[48]  Lawrence M. Corbett,et al.  Quality performance and organizational culture , 2000 .

[49]  B. P. Lingaraj,et al.  TQM in the Service Sector: A Survey of Small Businesses , 2007 .

[50]  M. Idris,et al.  The soft foundation of the critical success factors on TQM implementation in Malaysia , 2001 .

[51]  Nabil Tamimi,et al.  A second‐order factor analysis of critical TQM factors , 1998 .

[52]  Jayant V. Saraph,et al.  An Instrument for Measuring the Critical Factors of Quality Management , 1989 .

[53]  Ling Li.  Relationships between determinants of hospital quality management and service quality performance--a path analytic model , 1997 .

[54]  D. Prajogo.  The comparative analysis of TQM practices and quality performance between manufacturing and service firms , 2005 .

[55]  S. Venkatraman.  A framework for implementing TQM in higher education programs , 2007 .

[56]  Roger Williams,et al.  TQM: why it will again become a top management issue , 2004 .

[57]  Lars Witell,et al.  A review of empirical investigations comparing quality initiatives in manufacturing and service organizations , 2008 .

[58]  Roger G. Schroeder,et al.  A FRAMEWORK FOR QUALITY MANAGEMENT RESEARCH AND AN ASSOCIATED MEASUREMENT INSTRUMENT , 1994 .

[59]  Joseph N. Khamalah,et al.  A Study Of Quality Management In Small Organizations Providing Services Directed At People , 2011 .

[60]  David J. Lemak,et al.  Total quality management and sustainable competitive advantage , 2000 .

[61]  Ismail Sila,et al.  An investigation of the total quality management survey based research published between 1989 and 2000: A literature review , 2002 .

[62]  Joao S. Neves,et al.  The Baldrige Award Framework for Teaching Total Quality Management. , 1993 .

[63]  Jiju Antony,et al.  Critical success factors of TQM implementation in Hong Kong industries , 2002 .

[64]  Paul Hyland,et al.  A comparison of Australian firms and their use of continuous improvement tools , 2000 .

[65]  Mohamed Zairi,et al.  Excellence in service: an empirical study of the UAE banking sector , 2007 .

[66]  R. Schroeder,et al.  A THEORY OF QUALITY MANAGEMENT UNDERLYING THE DEMING MANAGEMENT METHOD , 1994 .

[67]  Richard M. Hodgetts,et al.  Measures of quality and high performance : simple tools and lessons learned from America's most successful corporations , 1998 .

[68]  T. S. Lee,et al.  Quality/productivity practices and company performance in China , 2001 .

[69]  Alan Brown,et al.  TQM: IMPLICATIONS FOR TRAINING , 1992 .

[70]  Bengt Klefsjö,et al.  Quality from Customer needs to customer satisfaction, 3rd edition , 2010 .

[71]  Amrik S. Sohal,et al.  A review and classification of total quality management research in Australia and an agenda for future research , 2002 .

[72]  Zhihai Zhang,et al.  An instrument for measuring TQM implementation for Chinese manufacturing companies , 2000 .

[73]  Akiko Ueno,et al.  Which management practices are contributory to service quality , 2008 .

[74]  Sanjay L. Ahire,et al.  Development and Validation of TQM Implementation Constructs , 1996 .

[75]  Kit Fai Pun,et al.  An AHP‐based study of TQM benefits in ISO 9001 certified SMEs in Trinidad and Tobago , 2005 .

[76]  M. Terziovski,et al.  Best predictors of quality performance in Australian service organisations , 1998 .

[77]  Hongyi Sun,et al.  Comparing Quality Management Practices in the Manufacturing and Service Industries: Learning Opportunities , 2001 .

[78]  Sandeep Grover,et al.  Role of human factors in TQM: a graph theoretic approach , 2006 .

[79]  Adrian John Wilkinson,et al.  Making Quality Critical: New Perspectives on Organizational Change , 1995 .