| Bridging organizational performance gaps using the EFQM excellence model |
319:A |
QCAS / 69 / 3-4 / 195 |
| Soft and hard TQM practices: Future research agenda for industry 4.0 |
410:A |
QCAS / 69 / 3-4 / 211 |
| The roles of quality departments and their influence on business results |
440:A |
QCAS / 68 / 5-6 / 405 |
| Ratings meet reviews in monitoring of online products and services |
640:A |
QCAS / 68 / 5-6 / 413 |
| Measuring the corporate managers’ attitudes towards ISO’s social responsibility standard |
342:A |
QCAS / 67 / 1-2 / 61 |
| Evolution and future of total quality management: Management control and organizational learning |
410:A |
QCAS / 67 / 1-2 / 75 |
| The impact of supply chain quality integration on green supply chain management and environmental performance |
350:A |
QCAS / 66 / 5-6 / 387 |
| Exploring the impact of higher management’s leadership styles on Lean management |
333:A |
QCAS / 66 / 3-4 / 197 |
| Development of a quantification model for the cost of loss of image with customer complaints |
359:A |
QCAS / 66 / 3-4 / 219 |
| Applying a fuzzy questionnaire in a peer review process |
334:A |
QCAS / 66 / 1-2 / 37 |
| Factors influencing customer choice in selection of banks in Kuwait |
359:A |
QCAS / 65 / 3-4 / 213 |
| The role of quality control circles on new product development: A case study of Thailand |
490:A |
QCAS / 65 / 3-4 / 241 |
| Dependency relationships between critical factors of quality and employee satisfaction |
334:A |
QCAS / 63 / 1-2 / 49 |
| The role of perceived quality risk
in pricing remanufactured products |
640:A |
QCAS / 62 / 5-6 / 497 |
| Motivations and barriers affecting the implementation
of ISO 14001 in Saudi Arabia: An empirical investigation |
342:A |
QCAS / 61 / 3 / 221 |
| Leadership for quality and innovation: Challenges, theories
and a framework for future research |
312:A |
QCAS / 60 / 3 / 195 |
| Lean healthcare and quality management: The experience of ThedaCare |
410:A |
QCAS / 60 / 3 / 211 |
| Looping in quality: A practical approach to achieving excellence in assembly operations |
490:A |
QCAS / 60 / 1-2 / 63 |
| How do teachers improve? The relative importance of specific and general human capital |
680:A |
QCAS / 60 / 1-2 / 123 |
| Inter-organizational quality management: The use of contractual incentives and monitoring mechanisms with outsourced manufacturing |
319:A |
QCAS / 59 / 5-6 / 447 |
| Quality vs. safety: Priorities at odds in the oil and gas industries |
319:A |
QCAS / 59 / 5-6 / 451 |
| Small steps for workers, a giant leap for productivity |
490:A |
QCAS / 59 / 5-6 / 461 |
| Deming management method: Subjecting theory to moderating and contextual effects |
311:A |
QCAS / 59 / 4 / 319 |
| What diverse top management team means: Resting an integrated model |
312:A |
QCAS / 59 / 4 / 325 |
| Reinventing excellence: How Corning used quality to maintain its legacy of innovation for 160 years |
410:A |
QCAS / 59 / 4 / 337 |
| ‘We are being pilloried for something, we did not even know we had done wrong!’ Quality control and orders of worth in the British audit profession |
610:A |
QCAS / 59 / 4 / 379 |
| A framework for leading the transformation to performance excellence part I: CEO perspectives on forces, facilitators,
and strategic leadership systems |
312:A |
QCAS / 59 / 3 / 207 |
| Front-line employee versus customer perceptions of quality attributes |
350:A |
QCAS / 59 / 3 / 217 |
| The right ingredients: Food quality requires building a culture while adhering to standards |
311:A |
QCAS / 59 / 1-2 / 71 |
| A retrospective view of research in the Quality Management Journal: A thematic and key words analysis |
319:A |
QCAS / 59 / 1-2 / 79 |
| A review of research in the Quality Management Journal: Influential resources, key themes, and emerging trendss |
319:A |
QCAS / 59 / 1-2 / 81 |
| Costs and savings of Six Sigma programs: An empirical study |
314:A |
QCAS / 58 / 5-6 / 497 |
| CEO attitudes and motivations: Are they different for high-performing organizations? |
333:A |
QCAS / 58 / 5-6 / 505 |
| The role of national culture on relationships between customers’ perception of quality, values, satisfaction, and behavioral intentions |
350:A |
QCAS / 58 / 5-6 / 509 |
| The attraction of the sizzle: A service investment model |
670:A |
QCAS / 58 / 5-6 / 545 |
| A framework for integrated analysis of quality defects in supply chain |
351:A |
QCAS / 58 / 4 / 341 |
| Insights on the Future of quality management research |
319:A |
QCAS / 58 / 3 / 209 |
| Growth: Measure your Six Sigma program’s maturity and find areas to improve |
314:A |
QCAS / 58 / 1-2 / 61 |
| Natural selection: Six Sigma will die at organizations that
don’t adapt to change |
314:A |
QCAS / 58 / 1-2 / 63 |
| Is Six Sigma dead? If it is, how can we revive it? |
314:A |
QCAS / 58 / 1-2 / 65 |
| Pushback prevention |
319:A |
QCAS / 58 / 1-2 / 67 |
| Site seeing: New audit approach helps assess risk throughout
an organization |
341:A |
QCAS / 58 / 1-2 / 69 |
| Supporting role: Can a refined ISO 9004 better complement
ISO 9001? |
342:A |
QCAS / 58 / 1-2 / 71 |
| Case study: An application of logistic regression in a Six Sigma project in healthcare |
314:A |
QCAS / 57 / 5-6 / 473 |
| Benchmarking for quality |
324:A |
QCAS / 57 / 5-6 / 489 |
| Measuring how the head of department measures up: Development of an evaluation framework for the head of department role |
334:A |
QCAS / 57 / 5-6 / 499 |
| The fourth theory of worker motivation |
334:A |
QCAS / 57 / 5-6 / 501 |
| Understanding the impacts of quality assessment: An exploratory use of cultural theory |
349:A |
QCAS / 57 / 5-6 / 507 |
| To agree or not to agree? A meta-analytical review of strategic consensus and organizational performance |
334:A |
QCAS / 57 / 4 / 333 |
| One strike and you’re out: Qualitative insights into the formation of consumers’ ethical company or brand perceptions |
350:A |
QCAS / 57 / 4 / 337 |
| Application of the total quality management approach in a Spanish retailer: The case of Mercadona |
410:A |
QCAS / 57 / 4 / 347 |
| Optimal scaling for risk assessment: Merging of operational and financial data |
610:A |
QCAS / 57 / 4 / 379 |
| An empirical examination of benefits from implementing integrated management systems (IMS) |
650:A |
QCAS / 57 / 4 / 383 |
| An integrated framework based on the ECSI approach to link mould customers’ satisfaction and product design |
660:A |
QCAS / 57 / 4 / 385 |
| Firm performance, corporate governance and executive compensation in high-tech businesses |
339:A |
QCAS / 57 / 3 / 217 |
| An award journey for business excellence: The case study of a public sector unit |
343:A |
QCAS / 57 / 3 / 219 |
| Beyond ERP implementation: The moderating effect of knowledge management of business performance |
610:A |
QCAS / 57 / 3 / 259 |
| On the science of management with measurement |
710:A |
QCAS / 57 / 3 / 273 |
| The effect of TQM practices on employee satisfaction and loyalty in government |
334:A |
QCAS / 57 / 1-2 / 61 |
| Using behavior theory to investigate individual-level determinants of employee involvement in TQM |
339:A |
QCAS / 57 / 1-2 / 63 |
| Adapting TQM to change Indian bureaucracy: A view from Inside |
410:A |
QCAS / 57 / 1-2 / 69 |
| Customer satisfaction in Indian commercial banks through total quality management approach |
410:A |
QCAS / 57 / 1-2 / 71 |
| Why is not design of experiments widely used by engineers in Europe? |
520:A |
QCAS / 57 / 1-2 / 93 |
| A study of the relationship between PDSA cycle of green purchasing and the performance of the SCOR model |
690:A |
QCAS / 57 / 1-2 / 119 |
| Emotional intelligence: A catalyst for inspirational leadership and management excellence |
334:A |
QCAS / 56 / 5-6 / 457 |
| Performance evaluation of purchasing and supply management busing value chain DEA approach |
351:A |
QCAS / 56 / 5-6 / 463 |
| Competitive benchmarking for fleet cost management |
440:A |
QCAS / 56 / 5-6 / 479 |
| The wisdom of the coach: A review of managerial coaching in the Six Sigma context |
314:A |
QCAS / 56 / 4 / 329 |
| Building TQM by integrated strategies for B2B industry: Next-generation lighting technology in Taiwan |
410:A |
QCAS / 56 / 4 / 341 |
| Sustaining business excellence |
440:A |
QCAS / 56 / 4 / 345 |
| Quality quandaries: Improving the invoicing process of a consulting company |
610:A |
QCAS / 56 / 4 / 361 |
| Principal component analysis applied to filtered signals for maintenance management |
840:A |
QCAS / 56 / 4 / 401 |
| The impact of human resource capabilities on internal customer satisfaction and organizational effectiveness |
332:A |
QCAS / 56 / 3 / 215 |
| A framework for building quality into construction projects – Part II |
410:A |
QCAS / 56 / 3 / 227 |
| Older theory management for sustainability – A stakeholder theory |
490:A |
QCAS / 56 / 3 / 239 |
| Trading machines: Using SPC to assess performance of financial trading systems |
190:A |
QCAS / 56 / 1-2 / 27 |
| Taking the reins |
314:A |
QCAS / 55 / 5-6 / 453 |
| Two in one |
342:A |
QCAS / 55 / 5-6 / 457 |
| On Baldrige core values and commitment to quality |
343:A |
QCAS / 55 / 5-6 / 465 |
| Responsible SMEs? Quality award model as a tool |
343:A |
QCAS / 55 / 5-6 / 469 |
