Quality management, environmental management and firm performance: a review of empirical studies and issues of integration
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| Table 3. Continued June 2009 © 2008 The Authors 207 Journal compilation © 2008 Blackwell Publishing Ltd and British Academy of Management Terziovski et al. (2003) 5 constructs Resources provide for quality quality awareness benchmarking for quality improvement customer focus quality as a measure of performance (perceptual) factor Improved business performance Quality culture has an effect on business performance. The individual factor found to contribute the most to this item is customer focus Naveh and Marcus (Going beyond used in daily practice applied to solving problems integrated kept current externally coordinated (perceptual) dimension Operational performance defect rate, cost of quality, productivity, on-time delivery and customer satisfaction (perceptual) dimension Business performance market share, sales and export growth) The impact of ISO 9000 on performance depends on the level of assimilation (i.e. the degree to which the practice makes its way into various aspects of the organizational life) and the degree to which the organization goes beyond the minimal practice requirements. More success is achieved if there is thorough assimilation of the practice going beyond what the practice requires. York and Miree (Both Baldrige and State award winners Three sets of objective measures based on the Hendrichs and Singhal (1997) measures, the Fortune measures and the Kaplan and Norton (1992) measures. Although Baldrige and State quality award winners were shown to have better FP than other companies, these results provide weak support fora causal link between TQM and FP. The results can only show that TQM and superior financial results covary. Kaynak and Hartley (Management leadership training employee relations quality and data reporting customer relations supplier quality management product service design process management Perceptual dimensions Total inventory turnover Product quality Sales growth (perceptual) The results show that high performing firms have implemented quality management more extensively than low performing high tech firms. Thus, quality management can be a source of competitive advantage for high tech firms. Rahman and Bullock (Workforce commitment shared vision customer focus use of teams personnel training cooperative supplier relationship computer-based technologies just in time principles technology use continuous improvement enablers. Organizational performance customer satisfaction, employee morale, productivity, defects as a percentage of production volume, delivery in full on time to customer, warranty claims cost as percentage of total sales, cost of quality as a percentage of total sales Soft TQM elements affect organizational performance and certain hard TQM elements have a significant effect on performance. Hard elements are supported by the elements of soft TQM Study QM variables QP variables FP variables Major findings |