Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Quality manager involvement and quality performance

Quality manager involvement and quality performance As the importance of quality managers has dramatically increased in the past two decades, it has been suggested that management of the quality function requires expertise in areas other than the quality field itself. Nevertheless, to date, extensive research has not been directed towards identifying the expertise required of a quality manager or the day‐to‐day functions which will enhance the manager’s ability to succeed. Tests empirically the quality manager’s effect on the quality performance of a firm, depending on the manager’s involvement in: strictly the quality field; quality‐related fields; and other functions. A cross‐sectional mail survey was employed and a causal model was developed to test seven propositions using path analysis (OLS). Results strongly suggest that quality managers’ main focus must be on the quality field, though they may perceive that their involvement in related fields could contribute significantly to the quality performance of their organizations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

Quality manager involvement and quality performance

Download PDF
14 pages

Loading next page...
 
/lp/emerald-publishing/quality-manager-involvement-and-quality-performance-E3Kv3Lhp5r

References (22)

Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443579710159987
Publisher site
See Article on Publisher Site

Abstract

As the importance of quality managers has dramatically increased in the past two decades, it has been suggested that management of the quality function requires expertise in areas other than the quality field itself. Nevertheless, to date, extensive research has not been directed towards identifying the expertise required of a quality manager or the day‐to‐day functions which will enhance the manager’s ability to succeed. Tests empirically the quality manager’s effect on the quality performance of a firm, depending on the manager’s involvement in: strictly the quality field; quality‐related fields; and other functions. A cross‐sectional mail survey was employed and a causal model was developed to test seven propositions using path analysis (OLS). Results strongly suggest that quality managers’ main focus must be on the quality field, though they may perceive that their involvement in related fields could contribute significantly to the quality performance of their organizations.

Journal

International Journal of Operations & Production Management – Emerald Publishing

Published: Apr 1, 1997

Keywords: Performance; Quality; Quality management

There are no references for this article.