The impact of TQM and information communication technology (ICT) as an enabler in the quality management assessment framework (QMAF) on business outcomes

The purpose of this study is to appraise a quality management assessment framework (QMAF) model and establishes causal relationships between the various constructs in the model in order to determine optimum pathways in achieving business outcomes including information and communication technology (ICT) element as one of the constructs. We carried out an empirical study of small, medium and large manufacturing organizations in the Western Sydney Region of New South Wales, Australia. The (SEM) recursive path analysis results of the model provide empirical evidence that establish the pathways through the various constructs considered in the model. All these pathways ultimately lead to delivering optimum business outcomes. Further, ICT as an enabler is confirmed as it is found to have direct one-to-one influence on all the constructs of the model including business outcomes. The research findings enabled developing important and practical guidelines for managers engaged in planning and management of quality.

[1]  Ashwin Srinivasan,et al.  Creating a culture of quality. , 2014, Harvard business review.

[2]  Jun Yong Xiang,et al.  An empirical investigation of the China Quality Award causal model , 2010 .

[3]  Premaratne Samaranayake,et al.  Assessment and improvement of quality management capabilities for manufacturing industries in Australia , 2012 .

[4]  Richard G. Mathieu,et al.  Supporting new product development with the Internet , 2000, Ind. Manag. Data Syst..

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

[6]  L. Cronbach.  Coefficient alpha and the internal structure of tests , 1951 .

[7]  A. Roth,et al.  Manufacturing Strategy, Manufacturing Strength, Managerial Success, and Economic Outcomes , 1990 .

[8]  William M. Lindsay,et al.  Maintaining quality through evolving strategy: the TVS Partnership , 2000, Ind. Manag. Data Syst..

[9]  L. Honold,et al.  A review of the literature on employee empowerment , 1997 .

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

[11]  William Keogh,et al.  Integrating human resource strategy and strategic planning to achieve business excellence , 1999 .

[12]  A. Sohal,et al.  The relationship between TQM practices, quality performance, and innovation performance: An empirical examination , 2003 .

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

[14]  Barbara B. Flynn,et al.  Further evidence on the validity of the theoretical models underlying the Baldrige criteria , 2001 .

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

[16]  Z. Irani,et al.  Total quality management and corporate culture: constructs of organisational excellence , 2004 .

[17]  Nihal Jayamaha,et al.  Empirical validity of Baldrige criteria: New Zealand evidence , 2008 .

[18]  D. Samson,et al.  EXPLODING THE MYTH: DO ALL QUALITY MANAGEMENT PRACTICES CONTRIBUTE TO SUPERIOR QUALITY PERFORMANCE? , 1999 .

[19]  James R. Evans.  Critical Linkages in the Baldrige Award Criteria: Research Models and Educational Challenges , 1997 .

[20]  Richard Hauser,et al.  Toward Defining the Quality Culture , 1999 .

[21]  Lawrence M. Corbett,et al.  An international study of quality improvement approach and firm performance , 1997 .

[22]  S. Lobo,et al.  Information and communication technology supported total quality management , 2005, A Unifying Discipline for Melting the Boundaries Technology Management:.

[23]  K. Cameron,et al.  ORGANIZATIONAL QUALITY: An Examination of the Malcolm Baldrige National Quality Framework , 1998 .

[24]  Theodore H. Poister,et al.  The impact of tqm on highway maintenance: benefit/cost implications , 1997 .

[25]  C. McDermott,et al.  The relationship between total quality management practices and organizational culture , 2005 .

[26]  Gertrude P. Pannirselvam,et al.  A study of the relationships between the Baldrige categories , 2001 .

[27]  I. Sila,et al.  Critical linkages among TQM factors and business results , 2005 .

[28]  C. Fornell,et al.  Evaluating structural equation models with unobservable variables and measurement error. , 1981 .

[29]  R. D. Buzzell,et al.  Product Quality, Cost Position and Business Performance: A Test of Some Key Hypotheses , 1983 .

[30]  Amrik S. Sohal,et al.  A study of the relationship between quality management practices and performance in small businesses , 1999 .

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

[32]  Injazz J. Chen,et al.  Quality manager involvement and quality performance , 1997 .

[33]  R. D. Buzzell,et al.  Impact of strategic planning on profit performance Study of 57 corporations , with 620 diverse businesses , establishes relationship between strategic planning and profit performance , 2011 .

[34]  Wynne W. Chin,et al.  Structural equation modeling analysis with small samples using partial least squares , 1999 .

[35]  Ganesh D. Bhatt,et al.  Knowledge management in organizations: examining the interaction between technologies, techniques, and people , 2001, J. Knowl. Manag..

[36]  Roger G. Schroeder,et al.  The Impact of Quality Management Practices on Performance and Competitive Advantage , 1995 .

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

[38]  Barrie Dale,et al.  TQM and business innovation , 1999 .

[39]  Carl Eklund,et al.  National Institute for Standards and Technology , 2009, Encyclopedia of Biometrics.

[40]  John C. Anderson,et al.  A Path Analytic Model of a Theory of Quality Management Underlying the Deming Management Method: Preliminary Empirical Findings* , 1995 .

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

[42]  Gaby Odekerken-Schröder,et al.  Using PLS path modeling for assessing hierarchial construct models: guidelines and impirical illustration , 2009 .

[43]  Z. Rahman,et al.  A Study of Total Quality Management and Supply Chain Management Practices , 2011 .

[44]  Amrik S. Sohal,et al.  The relationship between organization strategy, total quality management (TQM), and organization performance--the mediating role of TQM , 2006, Eur. J. Oper. Res..

[45]  Robert C. Camp,et al.  Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance , 1989 .

[46]  Barrie Dale,et al.  Organizing for continuous improvement: an examination , 1995 .

[47]  O. Bayazit,et al.  An analytical network process-based framework for successful total quality management (TQM): An assessment of Turkish manufacturing industry readiness , 2007 .

[48]  Cynthia A. Lengnick-Hall,et al.  Designing Effective Learning Systems for Management Education: Student Roles, Requisite Variety, and Practicing What We Teach , 1997 .

[49]  Shahriar Akter,et al.  Trustworthiness in mHealth information services: An assessment of a hierarchical model with mediating and moderating effects using partial least squares (PLS) , 2011, J. Assoc. Inf. Sci. Technol..

[50]  Gavin P. M. Dick,et al.  Exploring Performance Attribution: The Case of Quality Management Standards Adoption and Business Performance , 2009 .

[51]  Ana B. Escrig-Tena,et al.  To what extent do enablers explain results in the EFQM excellence model?: An empirical study , 2005 .

[52]  Roberto Filippini,et al.  A replication study of a theory of quality management underlying the Deming management method: insights from an Italian context , 1998 .

[53]  Darryl D. Wilson,et al.  An Empirical Investigation of the Malcolm Baldrige National Quality Award Causal Model , 2000, Decis. Sci..

[54]  B. Ritchie,et al.  ICT Adoption by SMEs: Implications for Relationships and Management , 2005 .

[55]  David F. Larcker,et al.  Structural Equation Models with Unobservable Variables and Measurement Error: Algebra and Statistics: , 1981 .

[56]  Marko Sarstedt,et al.  The Use of Partial Least Squares Structural Equation Modeling in Strategic Management Research: A Review of Past Practices and Recommendations for Future Applications , 2012 .

[57]  Barrie Dale,et al.  The implementation of quality management tools and techniques: a study , 1997 .

[58]  D. Garvin.  How the Baldrige Award really works. , 1991, Harvard business review.

[59]  Peter Kia Liang Tan.  An evaluation of TQM and the techniques for successful implementation , 1997 .

[60]  Richard Klavans,et al.  FORMULATING A QUALITY IMPROVEMENT STRATEGY , 1985 .

[61]  M. Terziovski,et al.  The relationship between total quality management practices and operational performance , 1999 .