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|Title:||The impact of TQM practices on performance: A comparative study between Australian and Singaporean organizations|
Total quality management
|Source:||Feng, J.,Prajogo, D.I.,Tan, K.C.,Sohal, A.S. (2006). The impact of TQM practices on performance: A comparative study between Australian and Singaporean organizations. European Journal of Innovation Management 9 (3) : 269-278. ScholarBank@NUS Repository. https://doi.org/10.1108/14601060610678149|
|Abstract:||Purpose - The purpose of this paper compares the experience of organizations in Australia and Singapore with respect to the multidimensionality of TQM and its relationship with quality performance and innovation performance. Design/methodology/approach - A survey was initially conducted in Australia and replicated in Singapore using the same questionnaire. We obtained a total of 252 responses, 194 from Australia and 58 from Singapore. The respondents were all middle and senior management who had experience and understandings of their organizations' quality management and innovation activities. Findings - Results of the survey cross-validate that TQM practices take place along several dimensions. Relatively more organic dimensions such as leadership and people management are related more to innovation performance, whilst more mechanistic dimensions such as customer focus and process management are significantly related to quality performance. Research limitations/ implications - Relatively small sample size, especially that from Singapore limits the generalisation of the findings. Practical implications - The paper supports the compatibility of the best practices modelled in both Malcolm Baldrige National Quality Award (MBNQA) and Singapore Quality Award (SQA). Originality/value - The paper presents a comparative analysis on TQM and innovation between the two countries in terms of both descriptive and structural relationships. Specifically, it confirms the construct validity and criterion validity of TQM practices presented in the earlier studies using scientific method. © Emerald Group Publishing Limited.|
|Source Title:||European Journal of Innovation Management|
|Appears in Collections:||Staff Publications|
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