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The patterns of adoption of quality management practices and techniques vary across national boundaries. This article presents the findings of a questionnaire survey into the quality management procedures and tools adopted in three European countries, the UK, Portugal and Finland. A total of 450 responses are analysed. The main differences between the three countries are outlined with regard to factors motivating the implementation of quality systems, quality tools and techniques used, outcomes from quality management and problems encountered in providing quality training. The results are then analysed under the perspective of the probable impact of national culture. The models of national culture developed by Hofstede, Trompenaars and Earley and Erez were used for this purpose. The main conclusion is that these models can help to explain, to a great extent, much of the variation observed and constitute a basis for understanding why particular quality management approaches are adopted.

The study aims to examine the connection between practices of total quality management (TQM) and sustainability in Malaysia food and beverages companies (FBC). Continuous process improvement, benchmarking, management leadership, human resources management, quality assurance, service design and information and analysis as TQM practices are considered and their relationship, respectively, with sustainable performance.

A survey questionnaire is administered to gather responses from 303 FBC, while 98 responses are useable and subsequently analysed using partial least squares structural equation modelling.

The results reveal that effective implementation of continuous process improvement, benchmarking, quality assurance, service design and information and analysis have positive and significant effect on sustainability.

The scope of the present study was limited to FBC in Malaysia, and a cross-sectional design was employed to examine the hypothesized relationships at a single point in time.

The proposed and developed model of this study can be employed by policy and decision makers in the industry. This model can be considered by practitioners in the industry to implement critical policies in the future.

The premises of the institutional and contingency theory are supported by re-affirming the importance of contingencies and institutions for any successful strategic practices to enhance sustainable performance by implementing TQM.

The purpose of this paper is to develop an approach for implementing business excellence (BE) based on prevailing corporate culture and to propose relevant gates to monitor the corporate culture in the way to excellence.

This research demonstrates a culture-based perspective of implementing BE. After an exhaustive review of literature, the relation between BE and corporate culture was clarified and a methodology was developed, which describes how BE projects can be performed successfully in the context of an existing culture instead of adapting the culture.

The outcome of this research is the main concept for culture-based implementation of BE. Furthermore, five culture gates were designed to control the effect of BE measures on the corporate culture in long period of time. The findings indicate how BE can be implemented without considerable efforts to change the culture.

The findings of this study are relevant to all different sized organizations in different sectors and industries for achieving outstanding results and maintain this capability permanently in the organization.

This paper presents a unique approach for implementing BE in the light of prevailing corporate culture; such an approach has not been addressed in previous publications.

This study empirically analyzes the direct impacts of soft quality management practices (SQMP) and market orientation ambidexterity (MOA) on product innovation ambidexterity (PIA). It also examines the mediating role of MOA in the relationship between SQMP and PIA.

Following a quantitative research methodology, a well-structured questionnaire is used to collect data from 130 Moroccan certified ISO 9001 firms. The conceptual framework of the study was tested using partial least squares structural equation modeling.

The results show that SQMP have no significant association with PIA while they positively and significantly impact MOA. The study also revealed that MOA has a positive and significant impact on PIA and fully mediates the relationship between SQMP and PIA.

Due to the conceptualization of MOA and PIA as combined ambidexterity, the results of the study might be different in the case of balanced ambidexterity.

To achieve PIA, managers need to be aware that implementing SQMP, while important, is not enough. They must invest sufficient resources to properly implement these practices to support MOA. Consequently, MOA will lead their organization to PIA by establishing the significant impact of SQMP on PIA.

Regardless of the abundant literature on the relationship between quality management (QM) practices and innovation, this study is among the first to examine the impact of SQMP on PIA. Using MOA as a mediator can give a meaningful answer to the indecisive empirical results of the impact of QM on innovation. Furthermore, this research contributes to the scarce literature on relevant studies conducted in developing countries.

Describes research which has been carried out using case‐study analysis to investigate how three Thai companies have adopted TQM. As Japanese and US companies are major investors in Thailand, one purpose of the study was to compare approaches to TQM implementation between three ownership categories: Thai, Japanese, and US‐owned companies operating in Thailand. A framework of TQM implementation developed from change management theory has been adopted for this study. The methodology used involved structured interviews with key staff throughout the selected organisations. The data collected were analysed for content using interview phrase‐matching. This method of analysis proved effective and can form the foundation for an in‐depth understanding of TQM implementation. The case study analysis illustrates that the companies studied have adopted distinct approaches to the implementation of TQM, which are described and placed in the context of the theoretical framework. Also describes the common characteristics of the TQM company which were found in the companies investigated.

The development, maintenance and improvement of quality efforts rest significantly on several internal and external enablers that encompass the building of quality infrastructure, changes in quality culture, transfer of technology, skills and management, integration of quality management practices, and so on. This paper reviews the contemporary quality concepts, and presents a glimpse into the major developments in the quality management domain in China. China’s experiences verified that the transformation process has gone through several phases, and finally attained the synergy of total quality management and compliance requirements of internationally recognized standards. China’s quality transformation efforts have been promoted through legislation and by the building of an institutional infrastructure. Moreover, the Chinese Government has played a directive role in shaping the context and institutional structure of Chinese enterprises and affecting the quality transformation efforts throughout the country.

Electronic Data Interchange (EDI) is an inter‐organizational information system that requires collaboration and commitment between trading partners. The potential benefits that EDI can offer are substantial. However, the adoption and use of electronic linkages between companies is not as simple, or as profitable as had been expected. This study developed three conceptual models based on four important EDI measurements: EDI volume, diversity, depth, and breadth. Next, this research identified and discussed the evolutionary procedures of and the magnitude of EDI participation that companies tend to adopt in the context of the various environmental factors. Finally, this study produced a number of managerial implications and recommendations.

The objective of this research is to investigate the success of TQM and barriers to its successful implementation in health care services organizations in Isfahan province, Iran, 2004.

This descriptive and cross‐sectional research was done via two questionnaires (TQM success and its barriers). The statistical population of this research consists of all managers of health care services organizations who implemented TQM in their organizations (90 managers).

TQM success in Isfahan health care organizations was high. In correlation analyses between the success of TQM and its principles, success, process management and focus on employees had a positive and the greatest effect and focus on material resources and on suppliers had a lower effect. In correlation analysis between the barriers to TQM and the problem dimensions, human resource, strategic and structural problems were the most important obstacles and barriers to TQM successful implementation respectively.

Although conducted in Iran, it is anticipated that the findings may well have relevance on a broader scale.

By replicating this study in different countries and contexts the results could be very fruitful for developing a model of TQM that can be implemented easily, effectively, efficiently and successfully in a cross‐cultural context.

With ever‐increasing competition in today’s business environment, organizations are seeking every opportunity to improve their business results. Attaining continuous performance improvement and business excellence is the common goal that ties with the concepts of total quality management (TQM). This paper presents a review of the literature concerning the difficulties regarding TQM implementation. It is followed by a description of the UMIST‐TQM implementation framework. Further primary research has attempted to identify unique difficulties, which may exist in Chinese organizations with respect to TQM implementation and adoption of the UMIST framework. A case study approach of six Chinese companies was used to validate the framework to establish the current state of TQM implementation and achievements over a 12‐month period. The main findings conclude that while TQM can help organizations to achieve improvements, this is often delayed due to the lack of attention to cultural implications and systems. The paper proposes that the UMIST framework can enable Chinese organizations to select an appropriate starting point for their TQM efforts, and develop an improvement process at a pace suitable to their business environment.