Abstract
Total quality management (TQM) has been recognized as a competitive advantage for a firm's success. Nonetheless, little of the literature has mentioned TQM's influence on the causal linkages between manufacturing objective and organizational performance. Thus, this paper aims to explore the patterns of TQM practice and manufacturing objective as well as their associations with organizational performance improvement by using stepwise regression and canonical correlation analysis. Case studies were also performed to demonstrate our results. The result supports the strong linkages of TQM and manufacturing objective as well as organizational performance. In particular, under distinct TQM practice groups, the manufacturing objective attainment performs differently when it is pursuing organizational performance. This study concludes that for high TQM practice firms, flexibility and delivery time are currently what TQM contributes most for pursuing organizational performance. Otherwise, in order to compensate the disadvantages of other manufacturing objectives, low TQM practice firms should foster their service quality so that their organizational performance can be improved.
| Original language | English |
|---|---|
| Pages (from-to) | 465-484 |
| Number of pages | 20 |
| Journal | Total Quality Management and Business Excellence |
| Volume | 17 |
| Issue number | 4 |
| DOIs | |
| Publication status | Published - 2006 May 1 |
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All Science Journal Classification (ASJC) codes
- Business, Management and Accounting(all)
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Exploring TQM's impact on the causal linkage between manufacturing objective and organizational performance. / Lin, Chinho; Chang, Shofang.
In: Total Quality Management and Business Excellence, Vol. 17, No. 4, 01.05.2006, p. 465-484.Research output: Contribution to journal › Article
TY - JOUR
T1 - Exploring TQM's impact on the causal linkage between manufacturing objective and organizational performance
AU - Lin, Chinho
AU - Chang, Shofang
PY - 2006/5/1
Y1 - 2006/5/1
N2 - Total quality management (TQM) has been recognized as a competitive advantage for a firm's success. Nonetheless, little of the literature has mentioned TQM's influence on the causal linkages between manufacturing objective and organizational performance. Thus, this paper aims to explore the patterns of TQM practice and manufacturing objective as well as their associations with organizational performance improvement by using stepwise regression and canonical correlation analysis. Case studies were also performed to demonstrate our results. The result supports the strong linkages of TQM and manufacturing objective as well as organizational performance. In particular, under distinct TQM practice groups, the manufacturing objective attainment performs differently when it is pursuing organizational performance. This study concludes that for high TQM practice firms, flexibility and delivery time are currently what TQM contributes most for pursuing organizational performance. Otherwise, in order to compensate the disadvantages of other manufacturing objectives, low TQM practice firms should foster their service quality so that their organizational performance can be improved.
AB - Total quality management (TQM) has been recognized as a competitive advantage for a firm's success. Nonetheless, little of the literature has mentioned TQM's influence on the causal linkages between manufacturing objective and organizational performance. Thus, this paper aims to explore the patterns of TQM practice and manufacturing objective as well as their associations with organizational performance improvement by using stepwise regression and canonical correlation analysis. Case studies were also performed to demonstrate our results. The result supports the strong linkages of TQM and manufacturing objective as well as organizational performance. In particular, under distinct TQM practice groups, the manufacturing objective attainment performs differently when it is pursuing organizational performance. This study concludes that for high TQM practice firms, flexibility and delivery time are currently what TQM contributes most for pursuing organizational performance. Otherwise, in order to compensate the disadvantages of other manufacturing objectives, low TQM practice firms should foster their service quality so that their organizational performance can be improved.
UR - http://www.scopus.com/inward/record.url?scp=33645722041&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=33645722041&partnerID=8YFLogxK
U2 - 10.1080/14783360500528239
DO - 10.1080/14783360500528239
M3 - Article
AN - SCOPUS:33645722041
VL - 17
SP - 465
EP - 484
JO - Total Quality Management and Business Excellence
JF - Total Quality Management and Business Excellence
SN - 1478-3363
IS - 4
ER -