QM, EM and firm performance220© 2008
The AuthorsJournal compilation © 2008 Blackwell Publishing Ltd and British Academy of Management
Lenox, M. and Ehrenfeld, JR. (1995). Design for environment anew framework for strategic decisions.
Total Quality Environmental Management, Summer 51.
Lenox, M, King, A. and Ehrenfeld, J. (2000). An assessment of design-for-environment practices in leading US electronic firms.
Interfaces,
30, 83 Li, L. (2007). Multinationality and performance a synthetic review and research agenda.
InternationalJournal of Management Reviews,
9, Link, Sand Naveh, E. (2006). Standardization and discretion does the environmental standard ISO
lead to performance benefits IEEE Trans-actions on Engineering Management,
53, 508 – 519.
Mackau, D. (2003). SME integrated management system a proposed experiences model.
TQM Mag-azine,
15, 43 – 51.
Makower, J. (1993).
The E-Factor: The Bottom-LineApproach to Environmentally Responsible Business.
New York Tiden Press.
May, DR. and Flannery, BL. (1995). Cutting waste with employee involvement teams.
BusinessHorizons,
38, 28 – 38.
Melnyk, S, Sroufe, Rand Calantone, R. (Assessing the impact of environmental management systems on corporate and environmental performance.
Journal of Operations Management,
21, 329 – 351.
Menguc,
Band Ozanne, L. (2005). Challenges of the
‘green imperative a natural resource-based approach to the environmental orientation-business performance relationship.
Journal of BusinessResearch,
58, 430 – 438.
Merino-Díaz, J. (2003). Quality management practices and operational performance empirical evidence for the Spanish industry.
International Journal ofProduction Research,
41, 2763 – Miles, M. and Covin, J. (2000). Environmental marketing a source of reputational,
competitive,
and financial advantage.
Journal of Business Ethics,
23, 299 – 311.
Mizuno, S. (1988).
Management for Quality Improve-ment: The Seven New QC Tools. Cambridge, MA:
Productivity.
Naveh, E. and Marcus, AA. (2004). When does the
ISO 9000 quality assurance standard lead to performance improvement Assimilation and going beyond.
IEEE Transactions of Engineering Man-agement,
51, 352 – 363.
Nicolau, J.L. and Sellers, R. (2002). The stock market’s reaction to quality certification empirical evidence from Spain.
European Journal of OperationalResearch,
142, 632 – 641.
Poksinska, B, Dahlgaard, J. and Eklund, J. (Implementing ISO 14000 in Sweden motives,
benefits and comparisons with ISO 9000.
Inter-national Journal of Quality and ReliabilityManagement,
20, 585 – Porter, M. 1980.
Competitive Strategy. New York:
Free Press.
Porter, M. and Van der Linde, Ca. Green and competitive ending the stalemate.
Harvard BusinessReview,
73, 120 Porter, M. and Van der Linde, Cb. Towards anew conception of the environment–competitiveness relationship.
Journal of Economic Perspectives,
9,
97 Powell, TC. (1995). Total quality management as competitive advantage a review and empirical study.
Strategic Management Journal,
16, 15 – 37.
Prajogo, DI. and Sohal, AS. (2006). The relationship
between organization strategy, total quality management (TQM, and organization performance the mediating role of TQM.
European Journal ofOperational Research,
168, 35 – 50.
Quazi, HA. and Padibjo, SR. (1998). A journey toward total quality management through ISO certification – a study on small- and medium-sized enterprises in Singapore.
International Journal ofQuality & Reliability Management,
15, 489 – 508.
Quazi, HA, Jemangin, J, Kit, L.W. and Kian, CL. Critical factors in quality management and
guidelines for self-assessment, the case of Singapore.
Total Quality Management,
9, 35 – 55.
Quazi, HA, Khoo, Y, Tan, C. and Wong, P. (Motivation for ISO 14000 certification development of a predictive model.
Omega,
29, 525 – 542.
Rahman, SA comparative study of TQM
practice and organisational performance of SMEs with and without ISO 9000 certification.
Interna-tional Journal of Quality & Reliability Management,
Share with your friends: