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

Learn More →

Quality management benefits through the “soft” and “hard” aspect of TQM in food companies

Quality management benefits through the “soft” and “hard” aspect of TQM in food companies Purpose – The purpose of the paper is to examine the binary character of total quality management (TQM) in food companies and to determine the impact of the two aspects of TQM – the “soft” and “hard” – on the quality management benefits. Design/methodology/approach – A research project was carried out in 90 Greek food companies, using the questionnaire method. Two measurement models have been formulated. The first model includes the TQM philosophical elements and quality tools/techniques, while the second model includes the quality management benefits. Exploratory factor analyses are applied to extract the latent factors. The factors that significantly influence the quality management benefits are determined through multiple linear regression analyses. Findings – The analysis of the models confirms the binary character of TQM (the “soft” and “hard” TQM elements) in food companies and the existence of internal and external quality management benefits. The “soft” TQM elements have a significant direct impact on quality improvement, employee benefits and customer satisfaction. However, the impact of the “hard” TQM elements on the above quality management benefits is not direct but indirect, through their significant correlation with the “soft” TQM elements. Finally, quality improvement is also a significant factor that directly influences employee benefits, customer satisfaction and business performance. Research limitations/implications – The small size of the sample of the responding food companies, the diversity of these companies and the subjective character of the data collected are limitations that suggest future research recommendations. Practical implications – Food companies should realize the leading role of the “soft” aspect of TQM and the supporting role of the “hard” aspect in maximizing the quality management benefits and as a consequence in withstanding the current economic downturn. Originality/value – Focusing on “quality‐oriented” food companies that have ample experience in quality and food safety management systems, the present study reveals a significant direct impact of the “soft” TQM elements and an indirect impact of the “hard” TQM elements on the quality management benefits. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The TQM Journal Emerald Publishing

Quality management benefits through the “soft” and “hard” aspect of TQM in food companies

Download PDF
14 pages

Loading next page...
 
/lp/emerald-publishing/quality-management-benefits-through-the-soft-and-hard-aspect-of-tqm-in-bgTZH2wrhg
Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
1754-2731
DOI
10.1108/TQM-02-2013-0017
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of the paper is to examine the binary character of total quality management (TQM) in food companies and to determine the impact of the two aspects of TQM – the “soft” and “hard” – on the quality management benefits. Design/methodology/approach – A research project was carried out in 90 Greek food companies, using the questionnaire method. Two measurement models have been formulated. The first model includes the TQM philosophical elements and quality tools/techniques, while the second model includes the quality management benefits. Exploratory factor analyses are applied to extract the latent factors. The factors that significantly influence the quality management benefits are determined through multiple linear regression analyses. Findings – The analysis of the models confirms the binary character of TQM (the “soft” and “hard” TQM elements) in food companies and the existence of internal and external quality management benefits. The “soft” TQM elements have a significant direct impact on quality improvement, employee benefits and customer satisfaction. However, the impact of the “hard” TQM elements on the above quality management benefits is not direct but indirect, through their significant correlation with the “soft” TQM elements. Finally, quality improvement is also a significant factor that directly influences employee benefits, customer satisfaction and business performance. Research limitations/implications – The small size of the sample of the responding food companies, the diversity of these companies and the subjective character of the data collected are limitations that suggest future research recommendations. Practical implications – Food companies should realize the leading role of the “soft” aspect of TQM and the supporting role of the “hard” aspect in maximizing the quality management benefits and as a consequence in withstanding the current economic downturn. Originality/value – Focusing on “quality‐oriented” food companies that have ample experience in quality and food safety management systems, the present study reveals a significant direct impact of the “soft” TQM elements and an indirect impact of the “hard” TQM elements on the quality management benefits.

Journal

The TQM Journal – Emerald Publishing

Published: Aug 5, 2014

Keywords: Food companies; Quality management benefits; Soft and hard TQM elements

References

  • The influence of soft factors on quality improvement and performance. Perceptions from managers
    Abdullah, M.M.B.; Uli, J.; Tari, J.J.
  • Application of quality tools by the Saudi food industry
    Alsaleh, N.A.
  • Self‐assessment of TQM practices: a case analysis
    Arumugam, V.; Chang, H.W.; Ooi, K.B.; Teh, P.L.
  • Total quality management (TQM) practices in Turkish manufacturing organizations
    Bayazit, O.
  • The relevance of total quality management in the food supply and distribution industry: a study
    Beardsell, M.L.; Dale, B.G.
  • TQM: terrific quality marvel or tragic quality malpractice?
    Bergquist, B.; Fredriksson, M.; Svensson, M.
  • Quality awards and performance: is there a relationship?
    Corredor, P.; Goni, S.
  • Reflection on TQM for the new millennium (1)
    Dahlgaard‐Park, S.M.; Bergman, B.; Hellgren, B.
  • Sustaining a process of continuous improvement: definition and key factors
    Dale, B.G.
  • The role of leadership competencies for implementing TQM. An empirical study in Thai manufacturing industry
    Das, A.; Kumar, V.; Kumar, U.
  • TQM is alive and well
    Douglas, A.
  • Quality management approaches in Irish organizations
    Drew, E.; Healy, C.
  • The impact of soft and hard TQM elements on quality management results
    Fotopoulos, C.; Psomas, E.
  • The use of quality management tools and techniques in ISO 9001:2000 certified companies: the Greek case
    Fotopoulos, C.; Psomas, E.
  • The structural relationships between TQM factors and organizational performance
    Fotopoulos, C.; Psomas, E.
  • ISO 9001:2000 implementation in the Greek food sector
    Fotopoulos, C.; Psomas, E.; Vouzas, F.
  • A framework for TQM to achieve business excellence
    Hafeez, K.; Malak, N.; Abdelmeguid, H.
  • Multivariate Data Analysis
    Hair, J.F.; Black, W.C.; Babin, B.J.; Anderson, R.E.; Tatham, R.L.
  • Integrated information and logistics management, quality management and firm performance of pork processing industry in China
    Han, J.; Trienekens, J.H.; Omta, S.W.F.
  • The present status of quality and manufacturing management techniques and philosophies within the Libyan iron and steel industry
    Hokoma, R.A.; Khan, M.K.; Hussain, K.
  • Sustaining TQM: a synthesis of literature and proposed research framework
    Idris, M.A.; Zairi, M.
  • The performance effect of HRM and TQM: a study in Spanish organizations
    Jimenez‐Jimenez, D.; Martinez‐Costa, M.
  • A meta‐analysis of quality measures in manufacturing system
    Jitpaiboon, T.; Rao, S.S.
  • Competitive strategy, TQM practice, and continuous improvement of international project management. A contingency study
    Jung, J.Y.; Wang, Y.J.; Wu, S.
  • TQM success factors in north Indian manufacturing and service industries
    Kumar, R.; Garg, D.; Garg, T.K.
  • Impact of TQM on company's performance
    Kumar, V.; Choisne, F.; Grosbois, D.; Kumar, U.
  • Total quality management: origins and evolution of the term
    Martinez‐Lorente, A.R.; Dewhurst, F.; Dale, B.G.
  • Leadership and policy deployment: the backbone of TQM
    Oakland, J.
  • Marketing and corporate profitability: the case of Greek firms
    Panigyrakis, G.; Kapareliotis, I.; Ventoura, Z.
  • Total quality management practices and results in food companies
    Psomas, E.; Fotopoulos, C.
  • Core process management practices, quality tools and quality improvement in ISO 9001 certified manufacturing companies
    Psomas, E.; Fotopoulos, C.; Kafetzopoulos, D.
  • Critical success factors for TQM implementation and their impact on performance of SMEs
    Salaheldin, S.I.
  • TQM's contribution to marketing implementation and firm's competitiveness
    Santos‐Vijande, M.L.; Alvarez‐Gonzalez, L.I.
  • Integration of quality management and environmental management systems. Similarities and the role of the EFQM model
    Tari, J.J.; Molina‐Azorin, J.F.
  • A proposed model of TQM implementation based on an empirical study of Malaysian industry
    Thiagaragan, T.; Zairi, M.; Dale, B.G.
  • TQM journey of an Indian milk‐producing cooperative
    Trehan, M.; Kapoor, V.
  • The impact of TQM implementation on the organizational performance of Iranian manufacturing SMEs
    Valmohammadi, C.
  • Development of the instrument IMAQE‐food to measure effectiveness of quality management
    van der Spiegel, M.; Luning, P.A.; Ziggers, G.W.; Jongen, W.M.F.