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Understanding the impact of ‘hard’ and ‘soft’ elements of TQM in south-east European firms

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The study emphasizes on the understanding of the impact of ‘hard’ and ‘soft’ elements of TQM in South-Eastern European (SEE) firms in Albania, Bulgaria, Bosnia-Herzegovina, Greece, Macedonia, Montenegr, Serbia and Romania. Thus, 350 questionnaires were collected out of 1000. From different industry sectors in order to have reliable statistical measurements of the ‘hard’ and ‘soft’ side of TQM. Hence, this study adopts an exploratory rather than a confirmatory research approach. This approach seeks not only to investigate firms’ awareness and perception to TQM but also explores to what extent are firms’ familiar with TQM tools techniques, and systems as well as TQM philosophies and principles. Therefore, it can be noted TQM is this SEE firms is neither resisted nor directly accepted, rather they tend to see it from a technical aspect, being familiar and understanding only the essential of its ‘hard’ elements and less the ‘soft’ elements.
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autor
autor
  • Vaasa University of Applied Sciences (VAMK) Wolffintie 30, FIN-65200, Vaasa, Finland
autor
  • Department of Production, University of Vaasa, Vaasa, Finland
autor
  • Department of Production, University of Vaasa, Vaasa, Finland
Bibliografia
  • [1] Oakland J., Total quality management, Oxford, UK: Heinemann, 1989.
  • [2] Goetsch L.D., Davis B.S., Quality Management for Orgnisational Excellence: Introduction to Total Quality Management, 6th ed., Upper Saddle River, New Jersey, Prentice Hall, 2010.
  • [3] Morgan C., Murgatroyd S., Total quality management in the public sector, Buckingham, UK: Open University Press, 1997.
  • [4] Fotopoulos C.B., Psomas E.L., The impact of “soft” and “hard” TQM elements on qualitymanagement results, International Journal of Quality & Reliability Management, 26, 2, 150-163, 2009.
  • [5] Imeri S., Kekäle T., Towards an understanding of the impact of TQM in firms in south east Europe - a qualitative approach, Business Excellence and Management, 3, 3, 1-17, 2013.
  • [6] Psychogios G.A., Wilkinson A., Leslie T. Szamosi, Getting to the heart of the debate: TQM and middle managers autonomy, Total Quality Management &Business Excellence, 20, 4, 445-466, 2009.
  • [7] Talib F., Rahman Z., Qureshi, Prioritizing the practices of Total quality management: Ananalytic hierarchy process analysis for the service industries, Total Quality Management & Business Excellence, 22, 12, 1331-1351, 2011.
  • [8] Nunnaly J., Psychometric Theory, New York, McGraw-Hill, 1979.
  • [9] Robinson J.P., Shaver P.R., Wrightsman L.S., Criteria for Scale Selection and Evaluation in Robinson J.P., Shaver P.R., Wrightsman L.S. [Eds.], Measures of Personality and Social Psychology Attitudes, San Diego, 1991.
  • [10] Lewis-Beck S.L., Factor Analysis and Related Techniques, Sage Publication, London, 1994.
  • [11] Hair J., Anderson R., Tatham R., Black W., Multivariate Data Analysis, 5th ed. London, Prentice Hall, 1998.
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Bibliografia
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bwmeta1.element.baztech-5eca2a5e-e18e-473f-a9a5-2bda49b6e3f0
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