Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 1015-1031 |
| Number of pages | 17 |
| Journal | Production Planning and Control |
| Volume | 24 |
| Issue number | 12 |
| Early online date | 12 Jan 2012 |
| DOIs | |
| Publication status | Published - Dec 2013 |
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Keywords
- quality management
- quality tools and critical success factors
- operational perfomance
- organisational performance
- operations management
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Quality management and performance : a comparison between the UK and Turkey. / Clegg, Ben; Gholami, Roya; Omurgonulsen, Mine.
In: Production Planning and Control, Vol. 24, No. 12, 12.2013, p. 1015-1031.Research output: Contribution to journal › Article
TY - JOUR
T1 - Quality management and performance
T2 - a comparison between the UK and Turkey
AU - Clegg, Ben
AU - Gholami, Roya
AU - Omurgonulsen, Mine
PY - 2013/12
Y1 - 2013/12
N2 - Purpose: The aim of this article is to detail the correlation between quality management, specifically its tools and critical success factors, and performance in terms of primary operational and secondary organisational performances. Design/methodology/approach: Survey data from the UK and Turkey were analysed using exploratory factor analyses, structural equation modelling and regression analysis. Findings: The results show that quality management has a significant and positive impact on both primary and secondary performances; that Turkish and UK attitudes to quality management are similar; and that quality management is widely practised in manufacturing and service industries but has more statistical emphasis in the manufacturing sector. The main challenge for making quality management practice more effective lies in an appropriate balanced use of the different sorts of the tools and critical success factors. Originality/value: This study takes a novel approach by: (i) exploring the relationship between primary operational and secondary organisational performances, (ii) using service and manufacturing data and (iii) making a cross-country comparison between the UK (a developed economy) and Turkey (a developing economy). Limitations: Detailed contrast provided between only two countries. © 2013 Copyright Taylor and Francis Group, LLC.
AB - Purpose: The aim of this article is to detail the correlation between quality management, specifically its tools and critical success factors, and performance in terms of primary operational and secondary organisational performances. Design/methodology/approach: Survey data from the UK and Turkey were analysed using exploratory factor analyses, structural equation modelling and regression analysis. Findings: The results show that quality management has a significant and positive impact on both primary and secondary performances; that Turkish and UK attitudes to quality management are similar; and that quality management is widely practised in manufacturing and service industries but has more statistical emphasis in the manufacturing sector. The main challenge for making quality management practice more effective lies in an appropriate balanced use of the different sorts of the tools and critical success factors. Originality/value: This study takes a novel approach by: (i) exploring the relationship between primary operational and secondary organisational performances, (ii) using service and manufacturing data and (iii) making a cross-country comparison between the UK (a developed economy) and Turkey (a developing economy). Limitations: Detailed contrast provided between only two countries. © 2013 Copyright Taylor and Francis Group, LLC.
KW - quality management
KW - quality tools and critical success factors
KW - operational perfomance
KW - organisational performance
KW - operations management
UR - http://www.scopus.com/inward/record.url?scp=84885634306&partnerID=8YFLogxK
UR - http://www.tandfonline.com/10.1080/09537287.2011.642486
U2 - 10.1080/09537287.2011.642486
DO - 10.1080/09537287.2011.642486
M3 - Article
VL - 24
SP - 1015
EP - 1031
JO - Production Planning and Control
JF - Production Planning and Control
SN - 0953-7287
IS - 12
ER -