Table of Contents Author Guidelines Submit a Manuscript
Advances in Decision Sciences
Volume 2014, Article ID 537605, 17 pages
http://dx.doi.org/10.1155/2014/537605
Research Article

The Effects of Total Quality Management Practices on Performance and the Reasons of and the Barriers to TQM Practices in Turkey

School of Business Administration, Gebze Institute of Technology, 41400 Kocaeli, Turkey

Received 24 April 2013; Revised 20 September 2013; Accepted 1 January 2014; Published 16 March 2014

Academic Editor: David Bulger

Copyright © 2014 Esin Sadikoglu and Hilal Olcay. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

Linked References

  1. H. Kaynak, “The relationship between total quality management practices and their effects on firm performance,” Journal of Operations Management, vol. 21, no. 4, pp. 405–435, 2003. View at Publisher · View at Google Scholar · View at Scopus
  2. A. Nair, “Meta-analysis of the relationship between quality management practices and firm performance-implications for quality management theory development,” Journal of Operations Management, vol. 24, no. 6, pp. 948–975, 2006. View at Publisher · View at Google Scholar · View at Scopus
  3. E. Sadikoglu and C. Zehir, “Investigating the effects of innovation and employee performance on the relationship between total quality management practices and firm performance: an empirical study of Turkish firms,” International Journal of Production Economics, vol. 127, no. 1, pp. 13–26, 2010. View at Publisher · View at Google Scholar · View at Scopus
  4. R. H. Chenhall, “Reliance on manufacturing performance measures, total quality management and organizational performance,” Management Accounting Research, vol. 8, no. 2, pp. 187–206, 1997. View at Google Scholar · View at Scopus
  5. R. Mann and D. Kehoe, “An evaluation of the effects of quality improvement activities on business performance,” The International Journal of Quality and Reliability and Management, vol. 11, pp. 29–44, 1994. View at Google Scholar
  6. S. Curkovic, S. Vickery, and C. Dröge, “Quality-related action programs: their impact on quality performance and firm performance,” Decision Sciences, vol. 31, no. 4, pp. 885–904, 2000. View at Google Scholar · View at Scopus
  7. M. M. F. Fuentes, F. J. L. Montes, and L. M. Fernández, “Total quality management, strategic orientation and organizational performance: the case of Spanish companies,” Total Quality Management and Business Excellence, vol. 17, no. 3, pp. 303–323, 2006. View at Publisher · View at Google Scholar · View at Scopus
  8. S. M. Lee, B.-H. Rho, and S.-G. Lee, “Impact of malcolm baldrige national quality award criteria on organizational quality performance,” International Journal of Production Research, vol. 41, no. 9, pp. 2003–2020, 2003. View at Publisher · View at Google Scholar · View at Scopus
  9. D. I. Prajogo and S. W. Hong, “The effect of TQM on performance in R&D environments: a perspective from South Korean firms,” Technovation, vol. 28, no. 12, pp. 855–863, 2008. View at Publisher · View at Google Scholar · View at Scopus
  10. M. L. Santos-Vijande and L. I. Álvarez-González, “Innovativeness and organizational innovation in total quality oriented firms: the moderating role of market turbulence,” Technovation, vol. 27, no. 9, pp. 514–532, 2007. View at Publisher · View at Google Scholar · View at Scopus
  11. T. Y. Choi and K. Eboch, “The TQM Paradox: relations among TQM practices, plant performance, and customer satisfaction,” Journal of Operations Management, vol. 17, no. 1, pp. 59–75, 1998. View at Google Scholar · View at Scopus
  12. A. Das, R. B. Handfield, R. J. Calantone, and S. Ghosh, “A contingent view of quality management: the impact of international competition on quality,” Decision Sciences, vol. 31, no. 3, pp. 649–689, 2000. View at Google Scholar · View at Scopus
  13. A. Agus and R. M. Sagir, “The structural relationships between total quality management, competitive advantage and bottom line financial performance: an empirical study of Malaysian manufacturing companies,” Total Quality Management, vol. 12, no. 7, pp. 1018–1024, 2001. View at Publisher · View at Google Scholar · View at Scopus
  14. S. A. Brah, S. L. Tee, and B. M. Rao, “Relationship between TQM and performance of Singapore companies,” International Journal of Quality and Reliability Management, vol. 19, no. 4, pp. 356–379, 2002. View at Google Scholar
  15. S. A. Mohrman, R. V. Tenkasi, E. E. Lawler III, and G. G. Ledford Jr., “Total quality management: practice and outcomes in the largest US firms,” Employee Relations, vol. 17, no. 3, pp. 26–41, 1995. View at Google Scholar
  16. G. S. Easton and S. L. Jarrell, “The effects of total quality management on corporate performance: an empirical investigation,” Journal of Business, vol. 71, no. 2, pp. 253–307, 1998. View at Google Scholar · View at Scopus
  17. A. B. E. Tena, J. C. B. Llusar, and V. R. Puig, “Measuring the relationship between total quality management and sustainable competitive advantage: a resource-based view,” Total Quality Management, vol. 12, no. 7, pp. 932–938, 2001. View at Publisher · View at Google Scholar · View at Scopus
  18. A. B. Escrig, J. C. Bou, and V. Roca, “Measuring the relationship between total quality management and sustainable competitive advantage: a resource based view,” Total Quality Management, vol. 12, pp. 932–938, 2001. View at Google Scholar
  19. T. J. Douglas and W. Q. Judge Jr., “Total quality management implementation and competitive advantage: the role of structural control and exploration,” Academy of Management Journal, vol. 44, no. 1, pp. 158–169, 2001. View at Google Scholar · View at Scopus
  20. K. B. Hendricks and V. R. Singhal, “Quality awards and the market value of the firm: an empirical investigation,” Management Science, vol. 42, no. 3, pp. 415–436, 1996. View at Google Scholar · View at Scopus
  21. K. B. Hendricks and V. R. Singhal, “Does implementing an effective TQM program actually improve operating performance? Empirical evidence from firms that have won quality awards,” Management Science, vol. 43, no. 9, pp. 1258–1274, 1997. View at Google Scholar · View at Scopus
  22. J. Merino-Díaz de Cerio, “Quality management practices and operational performance: empirical evidence for Spanish industry,” International Journal of Production Research, vol. 41, no. 12, pp. 2763–2786, 2003. View at Publisher · View at Google Scholar · View at Scopus
  23. B. Sharma, “Quality management dimensions, contextual factors and performance: an empirical investigation,” Total Quality Management and Business Excellence, vol. 17, no. 9, pp. 1231–1244, 2006. View at Publisher · View at Google Scholar · View at Scopus
  24. D. I. Prajogo and A. S. Sohal, “The integration of TQM and technology/R&D management in determining quality and innovation performance,” Omega, vol. 34, no. 3, pp. 296–312, 2006. View at Publisher · View at Google Scholar · View at Scopus
  25. E. Sadikoglu, “Total quality management: context and performance,” The Journal of American Academy of Business, vol. 5, no. 1-2, pp. 364–366, 2004. View at Google Scholar
  26. F. Criado and A. Calvo-Mora, “Excellence profiles in Spanish firms with quality management systems,” Total Quality Management, vol. 20, no. 6, pp. 655–679, 2009. View at Google Scholar
  27. D. L. Goetsch and S. B. Davis, Quality Management for Organizational Excellence, Pearson, New Jersey, NJ, USA, 6th edition, 2010.
  28. S. L. Ahire and K. C. O’Shaughnessy, “The role of top management commitment in quality management: an empirical analysis of the auto parts industry,” International Journal of Quality Science, vol. 3, no. 1, pp. 5–37, 1998. View at Google Scholar
  29. D. Dow, D. Samson, and S. Ford, “Exploding the myth: do all quality management practices contribute to superior quality performance?” Production and Operations Management, vol. 8, no. 1, pp. 1–27, 1999. View at Google Scholar · View at Scopus
  30. A. C. Phan, A. B. Abdallah, and Y. Matsui, “Quality management practices and competitive performance: empirical evidence from Japanese manufacturing companies,” International Journal of Production Economics, vol. 133, no. 2, pp. 518–529, 2011. View at Publisher · View at Google Scholar · View at Scopus
  31. D. Samson and M. Terziovski, “Relationship between total quality management practices and operational performance,” Journal of Operations Management, vol. 17, no. 4, pp. 393–409, 1999. View at Publisher · View at Google Scholar · View at Scopus
  32. D.-Y. Kim, V. Kumar, and U. Kumar, “Relationship between quality management practices and innovation,” Journal of Operations Management, vol. 30, no. 4, pp. 295–315, 2012. View at Publisher · View at Google Scholar · View at Scopus
  33. M. M. Parast and S. G. Adams, “Corporate social responsibility, benchmarking, and organizational performance in the petroleum industry: a quality management perspective,” International Journal of Production Economics, vol. 139, pp. 447–458, 2012. View at Publisher · View at Google Scholar · View at Scopus
  34. E. E. Adam, L. M. Corbett, B. E. Flores et al., “An international study of quality improvement approach and firm performance,” International Journal of Operations and Production Management, vol. 17, no. 9, pp. 842–873, 1997. View at Publisher · View at Google Scholar · View at Scopus
  35. M. S. Macinati, “The relationship between quality management systems and organizational performance in the Italian National Health Service,” Health Policy, vol. 85, no. 2, pp. 228–241, 2008. View at Publisher · View at Google Scholar · View at Scopus
  36. T. C. Powell, “Total quality management as competitive advantage: a review and empirical study,” Strategic Management Journal, vol. 16, pp. 15–37, 1995. View at Google Scholar
  37. X. Zu, L. D. Fredendall, and T. J. Douglas, “The evolving theory of quality management: the role of Six Sigma,” Journal of Operations Management, vol. 26, no. 5, pp. 630–650, 2008. View at Publisher · View at Google Scholar · View at Scopus
  38. C. Forza and R. Filippini, “TQM impact on quality conformance and customer satisfaction: a causal model,” International Journal of Production Economics, vol. 55, no. 1, pp. 1–20, 1998. View at Google Scholar · View at Scopus
  39. D. D. Wilson and D. A. Collier, “An empirical investigation of the Malcolm Baldrige National Quality Award causal model,” Decision Sciences, vol. 31, no. 2, pp. 361–390, 2000. View at Google Scholar · View at Scopus
  40. C. Zehir and E. Sadikoglu, “Relationships among total quality management practices: an empirical study in Turkish Industry,” International Journal of Performability Engineering, vol. 8, no. 6, pp. 667–678, 2012. View at Google Scholar
  41. A. W. MacKelprang, J. Jayaram, and K. Xu, “The influence of types of training on service system performance in mass service and service shop operations,” International Journal of Production Economics, vol. 138, no. 1, pp. 183–194, 2012. View at Publisher · View at Google Scholar · View at Scopus
  42. J. J. Tari, J. F. Molina, and J. L. Castejon, “The relationship between quality management practices and their effects on quality outcomes,” European Journal of Operational Research, vol. 183, pp. 483–501, 2007. View at Google Scholar
  43. M. Rungtusanatham, C. Forza, R. Filippini, and J. C. Anderson, “A replication study of a theory of quality management underlying the Deming management method: insights from an Italian context,” Journal of Operations Management, vol. 17, no. 1, pp. 77–95, 1998. View at Google Scholar · View at Scopus
  44. D. R. Krause, “Supplier development: current practices and outcomes,” International Journal of Purchasing and Materials Management, vol. 33, no. 2, pp. 12–19, 1997. View at Google Scholar
  45. W. C. Copacino, “Seven supply-chain principles,” Traffic Management, vol. 35, no. 1, p. 60, 1996. View at Google Scholar
  46. T. Mason, “Getting your suppliers on the team,” Logistics Focus, vol. 4, no. 1, pp. 10–22, 1996. View at Google Scholar
  47. C. A. Watts and C. K. Hahn, “Supplier development programs: an empirical Analysis,” International Journal of Purchasing and Materials Management, vol. 24, no. 2, pp. 10–17, 1993. View at Google Scholar
  48. R. M. Monczka, R. J. Trent, and T. J. Callahan, “Supply base strategies to maximize supplier performance,” International Journal of Physical Distribution and Logistics, vol. 24, no. 1, pp. 42–54, 1994. View at Google Scholar
  49. G. L. Ragatz, R. B. Handfield, and T. V. Scannell, “Success factors for integrating suppliers into new product development,” Journal of Product Innovation Management, vol. 14, no. 3, pp. 190–202, 1997. View at Google Scholar · View at Scopus
  50. V. R. Kannan and K. C. Tan, “Just in time, total quality management, and supply chain management: understanding their linkages and impact on business performance,” Omega, vol. 33, no. 2, pp. 153–162, 2005. View at Publisher · View at Google Scholar · View at Scopus
  51. J. J. Tarí and E. Claver, “The individual effects of total quality management on customers, people and society results and quality performance in SMEs,” Quality and Reliability Engineering International, vol. 24, no. 2, pp. 199–211, 2008. View at Publisher · View at Google Scholar · View at Scopus
  52. J. R. Grandzol and M. Gershon, “Which TQM practices really matter: an empirical investigation,” Quality Management Journal, vol. 4, no. 4, pp. 43–59, 1997. View at Google Scholar
  53. M. Terziovski, D. Power, and A. S. Sohal, “The longitudinal effects of the ISO 9000 certification process on business performance,” European Journal of Operational Research, vol. 146, no. 3, pp. 580–595, 2003. View at Publisher · View at Google Scholar · View at Scopus
  54. T. A. Joiner, “Total quality management and performance: the role of organization support and co-worker support,” International Journal of Quality and Reliability Management, vol. 24, no. 6, pp. 617–627, 2007. View at Publisher · View at Google Scholar · View at Scopus
  55. C. D. Ittner and D. F. Larcker, “Quality strategy, strategic control systems, and organizational performance,” Accounting, Organizations and Society, vol. 22, no. 3-4, pp. 293–314, 1997. View at Google Scholar · View at Scopus
  56. K. Obeng and I. Ugboro, “Effective strategic planning in public transit systems,” Transportation Research E, vol. 44, no. 3, pp. 420–439, 2008. View at Publisher · View at Google Scholar · View at Scopus
  57. E. Sadikoglu, An analysis of the relationship between work measurement and total quality management (TQM) [Ph.D. thesis], University of Missouri-Rolla, 2003.
  58. S. L. Ahire and T. Ravichandran, “An innovation diffusion model of TQM implementation,” IEEE Transactions on Engineering Management, vol. 48, no. 4, pp. 445–464, 2001. View at Publisher · View at Google Scholar · View at Scopus
  59. J. C. Bou-Llusar, A. B. Escrig-Tena, V. Roca-Puig, and I. Beltrán-Martín, “An empirical assessment of the EFQM excellence model: evaluation as a TQM framework relative to the MBNQA model,” Journal of Operations Management, vol. 27, no. 1, pp. 1–22, 2009. View at Publisher · View at Google Scholar · View at Scopus
  60. V. K. Chong and M. J. Rundus, “Total quality management, market competition and organizational performance,” British Accounting Review, vol. 36, no. 2, pp. 155–172, 2004. View at Publisher · View at Google Scholar · View at Scopus
  61. E. Claver, J. J. Tarí, and J. F. Molina, “Critical factors and results of quality management: an empirical study,” Total Quality Management and Business Excellence, vol. 14, no. 1, pp. 91–118, 2003. View at Publisher · View at Google Scholar · View at Scopus
  62. F. J. Conca, J. Llopis, and J. J. Tarí, “Development of a measure to assess quality management in certified firms,” European Journal of Operational Research, vol. 156, no. 3, pp. 683–697, 2004. View at Publisher · View at Google Scholar · View at Scopus
  63. K. O. Cua, K. E. McKone, and R. G. Schroeder, “Relationships between implementation of TQM, JIT, and TPM and manufacturing performance,” Journal of Operations Management, vol. 19, no. 6, pp. 675–694, 2001. View at Publisher · View at Google Scholar · View at Scopus
  64. S.-U. Rahman and P. Bullock, “Soft TQM, hard TQM, and organisational performance relationships: an empirical investigation,” Omega, vol. 33, no. 1, pp. 73–83, 2005. View at Publisher · View at Google Scholar · View at Scopus
  65. I. Sila, “Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: an empirical study,” Journal of Operations Management, vol. 25, no. 1, pp. 83–109, 2007. View at Publisher · View at Google Scholar · View at Scopus
  66. J. C. Anderson, M. Rungtusanatham, R. G. Schroeder, and S. Devaraj, “A path analytic model of a theory of quality management underlying the Deming management method: preliminary empirical findings,” Decision Sciences, vol. 26, no. 5, pp. 637–658, 1995. View at Google Scholar
  67. J. M.-D. De Cerio, “Factors relating to the adoption of quality management practices: an analysis for Spanish manufacturing firms,” Total Quality Management and Business Excellence, vol. 14, no. 1, pp. 25–44, 2003. View at Publisher · View at Google Scholar · View at Scopus
  68. B. B. Flynn, R. G. Schroeder, and S. Sakakibara, “A framework for quality management research and an associated measurement instrument,” Journal of Operations Management, vol. 11, no. 4, pp. 339–366, 1994. View at Google Scholar · View at Scopus
  69. M. M. Fuentes-Fuentes, F. J. Lloréns-Montes, and C. A. Albacete-Sáez, “Quality management implementation across different scenarios of competitive structure: an empirical investigation,” International Journal of Production Research, vol. 45, no. 13, pp. 2975–2995, 2007. View at Publisher · View at Google Scholar · View at Scopus
  70. J. V. Saraph, P. G. Benson, and R. G. Schroeder, “An instrument for measuring the critical factors of quality management,” Decision Sciences, vol. 20, pp. 810–829, 1989. View at Google Scholar
  71. A. D. Taveira, C. A. James, B.-T. Karsh, and F. Sainfort, “Quality management and the work environment: an empirical investigation in a public sector organization,” Applied Ergonomics, vol. 34, no. 4, pp. 281–291, 2003. View at Publisher · View at Google Scholar · View at Scopus
  72. P. G. Benson, J. V. Saraph, and R. G. Schroeder, “The effects of organizational context on quality management: an empirical investigation,” Management Science, vol. 37, no. 9, pp. 107–1124, 1991. View at Google Scholar
  73. M. Saunders, P. Lewis, and A. Thornhill, Research Methods for Business Students, Prentice Hall, 4th edition, 2007.
  74. K.-H. Lai, T. S. Weerakoon, and T. C. E. Cheng, “The state of quality management implementation: a cross-sectional study of quality-oriented companies in Hong Kong,” Total Quality Management, vol. 13, no. 1, pp. 29–38, 2002. View at Publisher · View at Google Scholar · View at Scopus
  75. H. B. Asher, Causal Modeling, Sage Publications, Beverly Hills, Calif, USA, 1983.
  76. J. Cohen, Statistical Power Analysis for the Behavioral Sciences, Lawrence Erlbaum Associates, 2nd edition, 1988.
  77. E. Sadikoglu and T. Temur, “The relationship between ISO 17025 quality management system accreditation and laboratory performance,” in Quality Management and Practices, K. S. Ng, Ed., chapter 13, pp. 221–230, InTech, Croatia, Rijeka, 2012. View at Google Scholar
  78. R. J. Masters, “Overcoming the barriers to TQMs success,” Quality Progress, vol. 29, no. 5, pp. 53–55, 1996. View at Google Scholar · View at Scopus
  79. M. Terziovski, D. Samson, and D. Dow, “The business value of quality management systems certification evidence from Australia and New Zealand,” Journal of Operations Management, vol. 15, no. 1, pp. 1–18, 1997. View at Google Scholar · View at Scopus
  80. H. Kaynak and J. L. Hartley, “A replication and extension of quality management into the supply chain,” Journal of Operations Management, vol. 26, no. 4, pp. 468–489, 2008. View at Publisher · View at Google Scholar · View at Scopus
  81. M. Demirbag, S. C. L. Koh, E. Tatoglu, and S. Zaim, “TQM and market orientation's impact on SMEs' performance,” Industrial Management and Data Systems, vol. 106, no. 8, pp. 1206–1228, 2006. View at Publisher · View at Google Scholar · View at Scopus
  82. R. Saravanan and K. S. P. Rao, “The impact of total quality service age on quality and operational performance: an empirical study,” TQM Magazine, vol. 19, no. 3, pp. 197–205, 2007. View at Publisher · View at Google Scholar · View at Scopus
  83. C. R. Harris, “The evolution of quality management: an overview of the TQM literature,” Canadian Journal of Administrative Sciences, vol. 12, no. 2, pp. 95–105, 1995. View at Google Scholar
  84. S. Smith, D. Tranfield, F. Morris, and S. Whittle, “Strategies for managing the TQ agenda,” International Journal of Operations & Production Management, vol. 14, no. 1, pp. 75–88, 1994. View at Google Scholar
  85. M. J. Whalen and M. A. Rahim, “Common barriers to implementation and development of a TQM program,” Industrial Management, vol. 36, no. 2, pp. 19–21, 1994. View at Google Scholar
  86. G. Bohan, “Whatever happened to TQM? Or how a good strategy got a bad reputation,” National Productivity Review, vol. 17, no. 4, pp. 13–16, 1998. View at Google Scholar
  87. C. W. Burril and J. Ledolter, Achieving Quality through Continual Improvement, Wiley, New York, NY, USA, 1999.
  88. A. S. Baillie, “The Deming approach: being better than the best,” SAM Advanced Management Journal, vol. 51, no. 4, pp. 15–23, 1986. View at Google Scholar · View at Scopus
  89. D. McCabe and A. Wilkinson, “The rise and fall of TQM: the vision, meaning and operation of change,” Industrial Relations Journal, vol. 29, no. 1, pp. 18–29, 1998. View at Google Scholar