| A strategy perspective on total quality management |
410:Y |
QCAS / 68 / 1-2 / 83 |
| The effectiveness analysis of the practices in five quality management stages for SMEs |
410:Y |
QCAS / 68 / 1-2 / 85 |
| Barriers to effectively implementing continuous improvement in Spanish firms |
410:Y |
QCAS / 68 / 1-2 / 87 |
| Investigating changes in TQM’s effects on corporate social performance and financial performance over time |
410:Y |
QCAS / 67 / 5-6 / 401 |
| A proposal for a scale measuring innovation in a total quality management context |
410:Y |
QCAS / 67 / 5-6 / 403 |
| The contribution of quality management to an organisation’s
digital transformation: A qualitative study |
410:Y |
QCAS / 67 / 3-4 / 217 |
| Evolution and future of total quality management: Management control and organizational learning |
410:A |
QCAS / 67 / 1-2 / 75 |
| Enhancing customer satisfaction through total quality management practices – An empirical examination |
410:Y |
QCAS / 67 / 1-2 / 79 |
| A framework of quality management practices for Indian service SMEs |
410:Y |
QCAS / 66 / 1-2 / 49 |
| Organizational culture and TQM implementation: Investigating the mediating influences of multidimensional employee readiness for change |
410:Y |
QCAS / 66 / 1-2 / 53 |
| Total quality management, knowledge management and innovation: An empirical study in R&D units |
410:Y |
QCAS / 65 / 5-6 / 409 |
| Continuous improvement leaders, followers and laggards:
Understanding system sustainability |
410:Y |
QCAS / 65 / 5-6 / 411 |
| The impact of management leadership on quality performance
throughout a supply chain: an empirical study |
410:Y |
QCAS / 65 / 5-6 / 413 |
| Exploring customers’ perceptions about quality management
systems: An empirical study in Italy |
410:Y |
QCAS / 65 / 5-6 / 415 |
| Developing a performance management model for the implementation of TQM practices in public education centers |
410:Y |
QCAS / 65 / 3-4 / 225 |
| Application of interpretive structural modeling for analyzing barriers to total quality management practices implementation
in the automotive sector |
410:Y |
QCAS / 65 / 3-4 / 229 |
| How does total quality management influence the loan quality of the bank? |
410:Y |
QCAS / 65 / 1-2 / 59 |
| Acceptance of Taguchi’s quality philosophy and practice by lean practitioners in apparel manufacturing |
410:Y |
QCAS / 64 / 3-4 / 245 |
| Implementation barriers of the EFQM excellence model within Spanish private firms |
410:Y |
QCAS / 64 / 1-2 / 77 |
| The role of strategic planning in implementing
a total quality management framework: An empirical view |
410:Y |
QCAS / 63 / 5-6 / 429 |
| Impact of quality management practices on quality performance and financial performance: Evidence from Indian manufacturing companies |
410:Y |
QCAS / 63 / 1-2 / 79 |
| Planning and reorganizing quality management organizations: An empirical analysis of current practice |
410:Y |
QCAS / 63 / 1-2 / 81 |
| Bypassing the dinosaurs? How middle managers become
the missing link in lean implementation |
410:Y |
QCAS / 62 / 5-6 / 477 |
| Key success factors for quality management implementation:
Evidence from the public sector |
410:Y |
QCAS / 62 / 5-6 / 479 |
| Motivations for implementing TQM through the EFQM model in
Spain: An empirical investigation |
410:Y |
QCAS / 62 / 5-6 / 481 |
| The challenge of integrating innovation
and quality management practice |
410:Y |
QCAS / 62 / 4 / 337 |
| Quality management and administrative innovation
as firms’ capacity to adapt to their environment |
410:Y |
QCAS / 62 / 4 / 341 |
| Implementing the balanced scorecard:
Its effect on the job environment |
410:Y |
QCAS / 62 / 3 / 213 |
| Impact of implementation of quality management systems on
internal communications and external relations at schools |
410:Y |
QCAS / 62 / 3 / 217 |
| Application of just in time as a total quality management tool:
The case of an aluminium foundry manufacturing |
410:Y |
QCAS / 62 / 3 / 219 |
| Total quality management practices and performance outcomes
in Spanish service companies |
410:Y |
QCAS / 62 / 1-2 / 69 |
| TQM practices and knowledge management:
A multi-group analysis of constructs and structural invariance
between the manufacturing and service sectors |
410:Y |
QCAS / 62 / 1-2 / 71 |
| ROFO principle generates ownership, commitment
and team learning – mindset change before
implementing total quality management |
410:Y |
QCAS / 61 / 5-6 / 479 |
| The effects of total quality management and
organizational learning on business performance:
Evidence from Taiwanese insurance industries |
410:M |
QCAS / 61 / 4 / 353 |
| Antecedents of TQM implementation capability:
A review with a conceptual model |
410:Y |
QCAS / 61 / 4 / 357 |
| Improving hospital performance by use of lean techniques:
An action research project in Brazil |
410:B |
QCAS / 61 / 3 / 233 |
| The path to excellence of the Portuguese
organisations recognised by the EFQM model |
410:Y |
QCAS / 61 / 3 / 237 |
| Total quality management principles: Implementation experience from Mexican organisations |
410:Y |
QCAS / 61 / 1-2 / 61 |
| Total quality management implementation in engineering
education in India: An interpretive structural modelling approach |
410:T |
QCAS / 60 / 5-6 / 507 |
| Quality management frameworks implementation
in Polish local governments |
410:Y |
QCAS / 60 / 5-6 / 511 |
| Identifying critical factors that predict quality management program success: Data mining analysis of Baldrige award data |
410:Y |
QCAS / 60 / 4 / 329 |
| Lean healthcare and quality management: The experience of ThedaCare |
410:A |
QCAS / 60 / 3 / 211 |
| Reinventing excellence: How Corning used quality to maintain its legacy of innovation for 160 years |
410:A |
QCAS / 59 / 4 / 337 |
| On the map: Quality engrained in local government |
410:Z |
QCAS / 59 / 4 / 339 |
| Effect of quality management systems and total quality management on productivity before and after: Empirical evidence from the Indian auto component industry |
410:M |
QCAS / 59 / 1-2 / 89 |
| Application of the total quality management approach in a Spanish retailer: The case of Mercadona |
410:A |
QCAS / 57 / 4 / 347 |
| 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 |
| Total quality management (TQM) strategy and organisational characteristics: Evidence from a recent WTO member |
410:Y |
QCAS / 56 / 5-6 / 471 |
| Barriers and benefits of quality management in the construction industry: An empirical study |
410:Y |
QCAS / 56 / 5-6 / 475 |
| Building TQM by integrated strategies for B2B industry: Next-generation lighting technology in Taiwan |
410:A |
QCAS / 56 / 4 / 341 |
| A framework for building quality into construction projects – Part II |
410:A |
QCAS / 56 / 3 / 227 |
| Contingency relationships of firm size, TQM duration, unionization, and industry context on TQM implementation – A focus on total effects |
410:Y |
QCAS / 56 / 3 / 229 |
| Quality management initiatives in Europe: An empirical analysis according to their structural elements |
410:Y |
QCAS / 56 / 3 / 231 |
| TQM, knowledge management and collaborative commerce adoption: A literature review and research framework |
410:Y |
QCAS / 55 / 5-6 / 489 |
| Comparative study of TQM practices between Japanese and non-Japanese electrical and electronics companies in Malaysia: Survey results |
410:Y |
QCAS / 55 / 4 / 351 |
| Excellence profiles in Spanish firms with quality management systems |
410:Y |
QCAS / 54 / 4 / 339 |
| Continuous improvement of performance measurement by TQM adopters |
410:Y |
QCAS / 54 / 4 / 343 |
| TQM and teamwork effectiveness: The intermediate role of organizational design |
410:Y |
QCAS / 54 / 1-2 / 59 |
| TQM and higher education: A critical systems perspective on fitness for purpose |
410:T |
QCAS / 52 / 6 / 639 |
| The impact of TQM implementation on employee’s performance in China – an example of Shanghai Fu-Shing company |
410:Y |
QCAS / 52 / 6 / 641 |
| TQM practice in maquiladora: Antecedents of employee satisfaction and loyalty |
410:A |
QCAS / 52 / 5 / 519 |
| Meta-analysis of the relationship between quality management practices and firm performance – implications for quality management theory development |
410:A |
QCAS / 52 / 5 / 521 |
| Total quality management in a chosen section of the hospitals in Amman, Jordan |
410:B |
QCAS / 52 / 5 / 525 |
| The impact of employees’ characteristics on total quality service implementation: An empirical study |
410:S |
QCAS / 52 / 3 / 299 |
| Improve schools with empowerment based models |
410:T |
QCAS / 51 / 4 / 403 |
| Implementing business excellence |
410:Y |
QCAS / 51 / 3 / 273 |
| TQM best practices: Experiences of Malaysian SMEs |
410:M |
QCAS / 51 / 3 / 275 |
| TQM, culture and performance in UAE manufacturing firms |
410:M |
QCAS / 51 / 2 / 201 |
| An empirical model for managing quality in the electronics industry |
410:M |
QCAS / 51 / 2 / 203 |
| Taking into consideration the sociocultural dimension in the drive for change through quality: Application to the Moroccan company |
410:Y |
QCAS / 51 / 2 / 207 |
| TQM across multiple countries: Convergence hypothesis versus national specificity arguments |
410:A |
QCAS / 51 / 1 / 51 |
| The strategic deployment of quality-improving innovations |
410:Y |
QCAS / 51 / 1 / 53 |
| Quality management in Pakistan’s readymade garments’ industry |
410:Y |
QCAS / 51 / 1 / 55 |
| Obstacles to TQM implementation in Mexico’s maquiladora industry |
410:M |
QCAS / 50 / 6 / 659 |
| The management pattern of adopting TQM in Hong Kong companies |
410:Y |
QCAS / 50 / 6 / 661 |
| Quality management in the logistics industry: An examination and a ten-step approach for quality implementation |
410:Y |
QCAS / 50 / 6 / 663 |
| Quality management practices in Indian service firms |
410:Y |
QCAS / 50 / 6 / 665 |
| An empirical investigation of the channels that facilitate a total quality culture |
410:Y |
QCAS / 50 / 3 / 297 |
| Head and heart in quality implementation – applying the quality philosophy within Irish healthcare institutions |
410:Y |
QCAS / 50 / 3 / 299 |
