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2009
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Journal compilation © 2008 Blackwell Publishing Ltd and British Academy of Management key role that QP and EP might play as mediating variables in the links between QM,
EM, QEM and FP, are suggested. Third, models of cause–effect relationships between QM,
EM, QEM and firm performance, are provided.
In addition, the paper offers interesting results for managers. It identifies key dimensions of
QM, EM and QEM systems. Managers concerned about quality and environmental issues have the chance to develop those dimensions that will help to increase levels of QM, EM
and QEM. Another important practical implication for managers is that areal commitment to these dimensions may result in a positive influence being exerted on FP through QP and
EP. A higher level in the dimensions proposed enhances the effectiveness and efficiency of internal processes, and makes it possible to achieve better results with respect to employees and customers/stakeholders, and, consequently,
reinforces the positive effect on financial results.
Finally, this study does not include items for each of the dimensions identified. Therefore, additional empirical research in two main directions is necessary. First, the dimensions included in Table 5 fora QEM system must be validated empirically, developing an instrument and assessing its reliability and validity. Second, the links shown in Figure must be tested using the validated measures.
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