Amrik S. Sohal

AN EXAMINATION OF THE RELATIONSHIP BETWEEN TRUST, COMMITMENT, AND RELATIONSHIP QUALITY

Attempts to examine the concepts of trust and commitment, on two levels of retail relationships: the salesperson level as well as the store level, and test their impact on relationship quality. Based on a review of the literature, a conceptual model has been developed that links trust and commitment to relationship quality. A number of research hypotheses have been formulated to examine the relationships proposed. The paper presents the model developed and discusses some empirical findings from a survey of 1,261 shoppers in a departmental store setting in Victoria, Australia. In particular, the two levels of relationships (salesperson and store level) are examined from the customer’s perspective, using structural equation modelling (LISREL VIII). Concludes with a discussion of the implications of the study and provides directions for future research.

The relationship between TQM practices, quality performance, and innovation performance: An empirical examination

This empirical study examines the relationship between total quality management (TQM) and innovation performance and compares the nature of this relationship against quality performance. The empirical data were obtained from a survey of 194 managers in Australian industry encompassing both manufacturing and non‐manufacturing sectors. The structural equation modeling technique was used to examine the relationships between TQM and quality performance as well as innovation performance, simultaneously. The findings suggest that TQM significantly and positively relates to both product quality and product innovation performance although it appears that the magnitude of the relationship is greater against product quality. In addition, significant causal relationships between quality performance and innovation performance were found, suggesting that achievement of one aspect of performance could impact the other.

The longitudinal effects of the ISO 9000 certification process on business performance

Abstract This paper develops and tests several hypotheses relating to ISO 9000 quality system certification process using data collected in a cross-sectional study undertaken in Australia. Multivariate analysis is used to analyze the quantitative data and test the hypotheses. Our findings show that there is a significant and positive relationship between the manager’s motives for adopting ISO 9000 certification and business performance. Those organizations that pursue certification willingly and positively across a broad spread of objectives are more likely to report improved organizational performance. The individual element found to contribute most to business performance was customer focus. The principal motivation to pursue ISO 9000 certification was found to come from customer pressure. Auditing style was found to have an insignificant (positive or negative) effect on business performance. The ability of the new ISO 9001-2000 standard to capture and meet the conformance and performance requirements of the organization as part of a continuous improvement strategy will be a prime determinant of the extent to which managers embrace or reject ISO 9000 certification in the 21st century.

TQM and innovation: a literature review and research framework

Abstract This paper discusses the relationship between the implementation of Total Quality Management (TQM) and innovation performance. The discussion arises primarily based on the considerable controversy concerning this relationship that appears in the literature. As of interest to resolve this controversy, a research framework is developed preceded by a theoretical discussion of the multidimensionality of TQM when applied in different organizational contexts. The primary proposition of this framework is that the implementation of TQM practices will be influenced by the external and internal environment as well as the strategy adopted by the firm. The model of TQM implemented is then reflected in terms of different outcomes relating to quality performance and innovation performance.

Critical success factors in agile supply chain management ‐ An empirical study

This paper analyses results from a survey of 962 Australian manufacturing companies in order to identify some of the factors critical for successful agile organizations in managing their supply chains. Analysis of the survey results provided some interesting insights into factors differentiating “more agile” organizations from “less agile” organizations. “More agile” companies from this study can be characterized as more customer focused, and applying a combination of “soft” and “hard” methodologies in order to meet changing customer requirements. They also see the involvement of suppliers in this process as being crucial to their ability to attain high levels of customer satisfaction. The “less agile” group, on the other hand, can be characterized as more internally focused with a bias toward internal operational outcomes. They saw no link between any of the independent variables and innovation, and appear to see technology as more closely linked to the promotion of these operational outcomes than to customer satisfaction. The role of suppliers for this group is to support productivity and process improvement rather than to promote customer satisfaction.

The relationship between organization strategy, total quality management (TQM), and organization performance––the mediating role of TQM

The study presented in this paper examines the fit of total quality management (TQM) practices in mediating the relationship between organization strategy and organization performance. By examining TQM in relation to organization strategy, the study seeks to advance the understanding of TQM in a broader context. It also resolves some controversies that appear in the literature concerning the relationship between TQM and differentiation and cost leadership strategies as well as quality and innovation performance. The empirical data for this study was drawn from a survey of 194 middle/senior managers from Australian firms. The analysis was conducted using structural equation modeling (SEM) technique by examining two competing models that represent full and partial mediation. The findings indicate that TQM is positively and significantly related to differentiation strategy, and it only partially mediates the relationship between differentiation strategy and three performance measures (product quality, product innovation, and process innovation). The implication is that TQM needs to be complemented by other resources to more effectively realize the strategy in achieving a high level of performance, particularly innovation.

Resistance: a constructive tool for change management

Traditionally, resistance has been cast as adversarial ‐ the enemy of change that must be defeated if change is to be successful. While it is apparent that classical management theory viewed resistance in such a manner, recent literature contains much evidence that suggests resistance may indeed be useful and is not to be simply discounted. Present day suggestions and prescriptions for managing resistance have evidently disregarded this research and left little room for utility in resistance. This paper argues that the difficulty of organisational change is often exacerbated by the mismanagement of resistance derived from a simple set of assumptions that misunderstand resistance’s essential nature. It is suggested that management may greatly benefit from techniques that carefully manage resistance to change by looking for ways of utilising it rather than overcoming it.

Service quality and customer loyalty perspectives on two levels of retail relationships

This study attempts to examine the impact of service quality dimensions on customer loyalty, on two levels of retail relationships: person‐to‐person (salesperson level) and person‐to‐firm (store level). A total of 1,261 surveys were administered to shoppers who were leaving a large chain departmental store in Victoria, Australia. The results showed that service quality is positively associated with customer loyalty, and that the relationship between the two is stronger at the company level, rather than at the interpersonal level. Specifically, among the dimensions of service quality, the most significant predictor of customer loyalty at a company level is tangibles, while the most significant predictor of customer loyalty at an interpersonal level is empathy. Further discussion and managerial implications can be drawn from these findings.

The multidimensionality of TQM practices in determining quality and innovation performance — an empirical examination

Abstract This paper examines the multidimensionality of TQM in association with organizational performance. The primary proposition examined in this study is that TQM embodies two different models of practices, mechanistic and organic, with each showing a different role in the association with two different types of performance, quality and innovation. Using empirical data gathered from 194 middle/senior managers in Australian firms, the findings support the proposition in pairing the mechanistic elements of TQM with quality performance and the organic elements with innovation performance. Further results, however, fail to support the proposition that organizations need to configure TQM practices in different ways for achieving different type of performance.

Business Process Reengineering A review of recent literature

The purpose of this paper is to help demystify the confusion on Business Process Reengineering (BPR). This is achieved through a review of the literature covering the period from the late 1980s to 1998. Articles published in the leading business journals and the more popular business magazines were included in the review, as well as books published on the topic. The paper first discusses the need for reengineering and then reviews the literature under the following headings: definition of BPR, BPR tools and techniques, BPR and TQM co-existence, understanding organisational processes, the reengineering challenge, and organisational redesign using BPR. The review shows that considerable confusion exists as to exactly what constitutes BPR. Authors place different emphasis on the definition of BPR and the many outcomes possible with BPR. The paper concludes with suggestions for future research relating to BPR.