Download Achieving Competitive Advantage through Quality Management by Marta Peris-Ortiz, José Álvarez-García, Carlos PDF

By Marta Peris-Ortiz, José Álvarez-García, Carlos Rueda-Armengot

This publication examines the ways that caliber administration equipment, instruments, and practices support enhance an organization’s functionality and accomplish sustainable aggressive benefits. This quantity comprises caliber options and instruments similar to the EFQM version, SERVPERF version, E-S-Qual scale and the ISO 9001 certification and supply a large choice of empirical reviews in numerous monetary sectors.

In the present monetary setting, characterised via fiscal turmoil and fierce festival, caliber administration has develop into a key method for corporations to beat today’s demanding situations. corporations advantages from imposing caliber administration structures through following methods. First, they enforce caliber practices geared toward making sure consumer pride via contemplating patron expectancies and developing concepts therefore. moment, corporations increase tactics via constructing effective and powerful method administration platforms that enhance productiveness, decrease charges, lessen pointless bills, get rid of all non-value extra actions, and finally maximize excellence and shopper delight. caliber administration thereby presents instruments, concepts, and techniques for non-stop approach development in either the pro and educational worlds, which, whilst applied via agencies in occasions of situation, permit better management of actions undertaken via managers.

Containing contributions from quite a few lecturers and students, this new e-book offers leading edge study, equipment and methods offering a reference guide for lecturers, students, practitioners and policy-makers.

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Extra resources for Achieving Competitive Advantage through Quality Management

Sample text

Sitkin, S. , Sutcliffe, K. , & Schroeder, R. G. (1994). Distinguishing control from learning in total quality management: A contingency perspective. The Academy of Management Review, 19(3), 537–564. Slater, S. , & Narver, J. C. (1998). Customer-led and market-oriented: Let’s not confuse the two. Strategic Management Journal, 19(10), 1001–1006. Spreitzer, G. M. (1996). Social structural characteristics of psychological empowerment. Academy of Management Journal, 39(2), 483–504. , & Pavitt, K. (1997).

Process improvement, quality, and learning effects. Management Science, 44(11), 1517–1532. Liu, W. (2006). Knowledge exploitation, knowledge exploration and competency trap. Knowledge and Process Management, 13(3), 144–161. Llorens Montes, F. , & Garcia Morales, V. (2005). Influence of support leadership and teamwork cohesion on organizational learning, innovation and performance: An empirical examination. Technovation, 25(10), 1159–1172. , Shapiro, D. , & Weingart, L. R. (2001). Maximizing cross-functional new product teams’ innovativeness and constraint adherence: A conflict communications perspective.

Process management enables the firms to acquire valuable information, as it is used for improvement (Deming, 1993), assuming workers are motivated to develop organizational performance by using available information on how to best perform their tasks (Sauermann, 2004). Innovation processes also need to be managed, as this enhances the objectives being pursued through efficient methods (Hoang, Igel, & Laosirihongthong, 2006). In general, the increase in norms and standards improves the processes of the implementation and the diffusion of innovation (Moreno-Luzon & Lloria, 2008) and thus contributes to better performance, standing as a solid basis on which firms might improve innovation results.

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