• Journal of Korean Society for Quality Management
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• v.26 no.3
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• pp.17-30
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• 1998

Most authorities of the Total Quality Management.(TQM) movement emphasize learning and training as an integral part of TQM, and it is well accepted in practice. However, despite this strong normative emphasis on its role, learning and training has not been systematically addressed in the TQM literature for its contents and a, pp.oaches. I first review the concept of TQM, its principles and implementation process to indentify the needs for learning and training, and the nature of experiential learning and training. I then discuss the necessity and effectiveness of experiential learning and training in TQM.

• Journal of Korean Society for Quality Management
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• v.27 no.4
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• pp.67-94
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• 1999

TQM(total quality management) is accepted as the powerful and holistic management innovation tools in the worldwide corporations since "Malcom Baldrige National Quality Award" model is established by US government. But nowadays, TQM′s roles and positions for the competitiveness is challenged from other many management innovations tools. This paper identifies the TQM′s roles and positions as the sources of sustainable competitive advantages through the examples of Japanese manufacturing corporations which enjoy the strongest positions since 1980′s in world market.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.277-287
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• 2021

This article systematically reviews the adoption of total quality management (TQM) implementation and corporate social responsibility (CSR) initiatives on firm performance. A total of 233 published documents from 1996 to 2020 in international journals have been collected and listed on the SCOPUS database. It aims to fill the existing literature gap regarding TQM and CSR practices and point out a future research agenda. This study employed a systematic literature review approach to review those manuscripts related to TQM, CSR topics focused on firm performance. Consequently, the results stressed that TQM and CSR are excellent tools and have a similarity to support the firms to attain corporate sustainability; however, TQM practices have given more interest than CSR initiatives. Moreover, the results highlighted that only a few articles are interested in simultaneously combining TQM and CSR initiatives although this idea is rising in recent years. Thus, the statistical findings indicated several research gaps that remain unaddressed. It is worthy of considering TQM and CSR integration; however, other scholars need to identify the critical success factors that could enable TQM practices or barriers to CSR adoption. Particularly spending more attention on the transitional economies context, which is considering a promising future research context.

• The Journal of Asian Finance, Economics and Business
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• v.10 no.1
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• pp.9-17
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• 2023

The study attempted to answer the questions related to the expected effects of supply chain management variables which include: Partnership with Suppliers (PS), Relationships with Customers (RC), Quality of Information Exchange (QIE), and Postponement (P), as independent variables, total quality management (TQM) as a dependents variable, and just in time (JIT) as a mediator variable. The study relies on the descriptive approach by conducting an empirical study on commercial companies in Riyadh Governorate in the Kingdom of Saudi Arabia. Through the methods of descriptive and analytical statistics represented in exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and structural equation modeling (SEM)), using the AMOS and SPSS programs, the results of the applied study indicated that: There is an effect of supply chain management variables (quality of information exchange, Postponement) on just in time (JIT), there is no effect of the supply chain variables (relationship with customers, partnership with suppliers) on just in time (JIT), there is an indirect effect of the quality of information exchange, Postponement, partnership with suppliers, the relationship with customers on total quality management (TQM), relationship with customers affect on total quality management (TQM) indirectly, just in time (JIT) does not affect total quality management (TQM)

• Korean Journal of Construction Engineering and Management
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• v.9 no.2
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• pp.199-207
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• 2008

While it Is well-known that Total duality Management (TQM) can generate and sustain competitive advantage, its process and components have not been clearly identified for the construction industry. This paper aims first to enhance the understanding of TQM Content and Process. Then, drawing various seminal works on TQM and an application of market-based and resource-based theory, a consolidated model identifying the relationship among TQM principles and gaining a sustainable competitive advantage is proposed. Finally, the influence of TQM on sustainable competitive advantage of construction organizations is discussed, thereby interpreting the proposed model. Recognition of TQM's influence will be a starting point, enabling the construction industry to sustain their competitive advantage in the highly competitive global construction market.

• Journal of Distribution Science
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• v.13 no.8
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• pp.27-40
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• 2015

Purpose - Total Quality Management (TQM) has received significant attention and interest from a large number of organizations around the world in various industries. These organizations have tried to embody TQM concepts in areas such as engineering and product design, marketing, R&D, procurement, production, personnel, and product inspection. Research design, data, and methodology - This study presents an overview of the fundamentals of TQM and an in depth review of the obstacles to the successful implementation of TQM. Results - In order to control the cost of manufacturing, the tracking of the cost of quality (COQ) allows companies to capture the actual overall cost incurred in producing a unit of product or service. The study explores the reasons why companies track the COQ and ways to address it. Conclusions - Based on the results, COQ is one of the key performance indicators for making more accurate strategic decisions as well as a critical aspect of TQM. The study also presents a few popular quality improvement tools that have been widely used in organizations successfully implementing TQM.

• Journal of Korean Society for Quality Management
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• v.31 no.2
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• pp.69-81
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• 2003

TQM which has been applied to the industry area is widely accepted to the non-for-profit area and public sector. Especially educational institution including university and college has adopted TQM as a competitive weapon in several developed countries such as United States and United Kingdom. But there is no interest in the Korean educational area except for several colleges which have got ISO 9000 certification. In this study, we analyzed several best-practiced foreign colleges which have applied TQM to improve their competitiveness. Also, we tried to explore the applicability of TQM to the Korean educational area by developing TQM model for 'S' college.

• International Journal of Quality Innovation
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• v.6 no.2
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• pp.1-16
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• 2005

The concept of Total Quality Management may be perceived from different philosophical perspectives. In this paper we shall present a view on TQM from the perspective of Field-Being philosophy and compare it with the alternative philosophical views. From the perspective of Field-Being philosophy, the goal of TQM is to achieve the free flow of excellence at all levels: individual, team and organizational. By overcoming rigidity in thinking, behavior and performance TQM turns into an art-the Art of Quality Management, which is the source of true stakeholder delight.

• Journal of Distribution Science
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• v.19 no.12
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• pp.1-14
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• 2021

Purpose: For the last few decades, TQM has become a hot topic in the inner-disciplinary field in the production management line. Still, unfortunately, the study of TQM and Quality Output management is partially only attached to the tangible side in the production management line. Whereas theoretically, the implications of TQM require incremental improvement in all management lines (e.g., HRM, Marketing, Operations, and Distribution Management). Therefore, starting from the main problem, this study aims to analyze the effect of total quality management, Organizational Culture, Perceived Distribution of Quality Awareness, and quality output through a more in-depth analysis. Research design, data and methodology: We conducted a survey of 170 respondents from managers, staff, and employees from 48 companies in Indonesia. We used a quantitative approach with the SEM method to answer this study's problem formulation and hypotheses. Results: The results of our research stated that based on the demonstration of statistical test results, all hypotheses were positive and significant, both direct and indirect relationship demonstrations. Conclusions: Universally, the findings in this study illustrate that the supporting factor for creating value-added in TQM and Quality output lies in the optimal and positive organizational culture and Perceived Distribution Quality Awareness factors in the organization.

• International Journal of Quality Innovation
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• v.10 no.1
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• pp.37-51
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• 2009

The purpose of TQM (Total Quality Management)-centered organizational culture is to enhance the efficiency of business through the proper allocation and concentration of restricted resources. In order to maximize the corporate profitability through customer satisfaction, what kind of, when and how many resources should be allocated and managed to the preventive TQM activities and corrective TQM activities have become a very important decision making factors at the point of high management. This study aims to identify the causal relationships of quality-centered organizational culture on service quality and customer satisfaction relating to service failure in food service industry. And this study is intended to discover the factors of quality-centered organizational culture which impacts on service recovery justice after service failure happens, and it can be helpful for the top managers to make a decision to how to form corporate structural culture.