Documents disponibles écrits par cet auteur

Contingency relationships of firm size, TQM duration, unionization, and industry context on TQM implementation—A focus on total effects / Jayanth Jayaram in Journal of operations management, Vol. 28 N° 4 (Juillet 2010) 

Public ISBD [article]  in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 345–356 Titre : Contingency relationships of firm size, TQM duration, unionization, and industry context on TQM implementation—A focus on total effects Type de document : texte imprimé Auteurs : Jayanth Jayaram, Auteur ; Sanjay L. Ahire, Auteur ; Paul Dreyfus, Auteur Année de publication : 2011 Article en page(s) : pp. 345–356 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Total  effects  Total  quality  management  Contingency  theory  Structural  equation  modeling Résumé : Past TQM literature has been inconclusive in resolving the validity of the universalistic approach versus the contingency approach of TQM implementation. In this paper we contribute to the resolution of this debate by using a total effects approach within the contingency perspective. We propose a culture-quality system design-outcomes framework for TQM implementation. We then use this framework to study the differences in total effects relationships among TQM constructs across four contingencies, firm size, TQM duration, unionization, and industry type. Data from a sample of 394 plants (SIC codes 20 through 39) are used to test the validity of our contingency model. Our results revealed that firm size, TQM duration, and industry type moderate the influence of total effects of culture (top management commitment, customer focus, and trust) on final outcomes (process quality, product quality, and customer satisfaction). These contingencies also moderate the influence of total effects of quality system design (design management, training, empowerment, quality information usage, supplier quality management, and process quality management) on final outcomes. The strongest contributor to variation in total effects across groups was industry type, followed by size and then TQM duration. To a lesser extent, unionization was a moderator in total effects relationships. These findings uniquely contribute to the emerging contingency theory of TQM implementation. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000886 [article] Contingency relationships of firm size, TQM duration, unionization, and industry context on TQM implementation—A focus on total effects [texte imprimé] / Jayanth Jayaram, Auteur ; Sanjay L. Ahire, Auteur ; Paul Dreyfus, Auteur . - 2011 . - pp. 345–356. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 28 N° 4 (Juillet 2010) . - pp. 345–356 Mots-clés : Total  effects  Total  quality  management  Contingency  theory  Structural  equation  modeling Résumé : Past TQM literature has been inconclusive in resolving the validity of the universalistic approach versus the contingency approach of TQM implementation. In this paper we contribute to the resolution of this debate by using a total effects approach within the contingency perspective. We propose a culture-quality system design-outcomes framework for TQM implementation. We then use this framework to study the differences in total effects relationships among TQM constructs across four contingencies, firm size, TQM duration, unionization, and industry type. Data from a sample of 394 plants (SIC codes 20 through 39) are used to test the validity of our contingency model. Our results revealed that firm size, TQM duration, and industry type moderate the influence of total effects of culture (top management commitment, customer focus, and trust) on final outcomes (process quality, product quality, and customer satisfaction). These contingencies also moderate the influence of total effects of quality system design (design management, training, empowerment, quality information usage, supplier quality management, and process quality management) on final outcomes. The strongest contributor to variation in total effects across groups was industry type, followed by size and then TQM duration. To a lesser extent, unionization was a moderator in total effects relationships. These findings uniquely contribute to the emerging contingency theory of TQM implementation. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696309000886