David Gallear

Total quality management in SMEs

Small and medium size enterprises (SMEs) are the life blood of modern economies. That they should remain competitive and produce high quality outputs is of importance not only at the macro level but also to larger organizations, because SMEs are often suppliers of goods and services to larger organizations and lack of product quality would adversely affect the competitive ability of the larger organizations. Total Quality Management (TQM) is considered an important quality improvement tool. Compared with large organizations, SMEs have been slow to adopt TQM. This paper initially examines the differences between the characteristics of SMEs and large organizations; the relationship between the size of organization and inherent characteristics of TQM; and the effect of organization size on the implementation of TQM using deductive research. These issues are further examined through inductive research. For this purpose the development of TQM was studied in four small-medium size organizations.

TQM and organization size

Notes a broad agreement that small and medium‐sized enterprises (SMEs) fulfil a critical role in modern economies, and therefore their ability to survive, remain competitive and produce high quality outputs is of utmost importance at both micro and macro levels. Focuses on total quality management (TQM), a new management paradigm, which is successfully competing with the well‐established paradigms such as scientific management. Argues that implementation of TQM principles can potentially help SMEs to enhance their robustness, as well as improve the quality of their final output. However, observes that, by comparison with the large organizations, SMEs have been slow in implementing TQM. Examines the differences between the characteristics of SMEs and large organizations; the relationship between the size of organization and inherent characteristics of TQM; and the effect of organization size on the implementation of TQM using deductive research. Using the case data, develops a ten‐step methodology for the implementation of TQM in SMEs.

An Empirical Investigation of the Channels that Facilitate a Total Quality Culture

It is generally agreed that the culture of an organization is a function of its values, beliefs and behavioural practices and that the influence of culture on an organization is powerful and pervasive. There is also broad agreement that total quality management (TQM) is a management paradigm that propagates certain values, behaviour and working methods. Moreover, that the successful introduction and practice of a total quality management approach requires close attention to, and more often than not, modification of, organizational culture. Yet, culture is somewhat intangible, and regardless of the precise cultural aspirations, in order to change or maintain the desired culture an organization needs a set of facilitating channels. These are mechanisms or necessary conditions that influence, mould and help sustain a desirable cultural orientation. This paper examines the channels that facilitate the development of a total quality culture based on the findings of an investigation of an international sample of organizations widely regarded as leading exponents of TQM.

TQM and CSR nexus

Purpose – The purpose of this paper is to explore the similarities and differences between Total Quality Management (TQM) and Corporate Social Responsibility (CSR). Moreover, the paper considers the implications of these similarities and differences for the future development of TQM and CSR.Design/methodology/approach – This paper is a structured discourse analysis which is used to systematically explore these two discursive subjects. Both concepts encompass discursive ideas and practices.Findings – The findings in the paper suggest that the two concepts share similar philosophical roots, that there is a substantial overlap between the elements of the two concepts, and that the ultimate expected outcome shows significant similarities. Despite these similarities, however, implementation of TQM will not necessarily result in CSR.Research limitations/implications – In this paper the findings lead to the conclusion that it is important to recognise the specific needs of CSR and include them as an implicit par...

Knowledge Transfer: The Facilitating Attributes in Supply-Chain Partnerships

This article examines the operational characteristics of supply-chain partnerships and identifies the relational attributes that cultivate knowledge transfer in such partnerships. A set of theoretical propositions are developed. A case study of a computer manufacturers supply chain was conducted to examine their validity. The findings support the view that trust, commitment, interdependence, shared meaning, and balanced power facilitate knowledge transfer in supply-chain partnerships, and that knowledge transfer should be treated as a dynamic multistage process.

Second-life retailing: a reverse supply chain perspective

Purpose – The authors examine the role of entrepreneurial business models in the reverse supply chain of apparel/fashion retailers. The purpose of this paper is to offer an alternative approach to the “return to the point of origin” prevalent in the reverse chain of manufacturers but less technically and economically feasible in the case of apparel/fashion retailers. This approach, second-life retailing, not only reduces waste but also democratises consumption. Design/methodology/approach – The paper is based on an extensive literature review, semi-structured interviews with managers of two second-life retailers in Malaysia and observations of a number of stores. Findings – Using the Business Model Canvas, the authors demonstrate the essential characteristics of second-life retailers. Retailers in this study, unlike retailers in the developed world, combine traditional business models with off-price retailing. There is no clear demarcation between the forward and reverse supply chain used to manage first-...

Public sector performance improvement through private sector management practices: a satisfactory solution?

This paper examines the assumption that the injection of market discipline and private sector management practices will result in the transformation of public services. The present UK government looks for an opportunity to achieve synergy between the public and private sectors to improve the public service at lower public cost. However, the different cultural values and expectations of each sector and the competing demands of various stakeholder groups involved, present real hurdles for the achievement of performance improvement. This paper examines the Labour Governments attempts to modernise public services to establish the current context of the debate. This paper then presents the key differences between the public and private sector organisations and examines why private sector management practices may not in fact result in the transformation of public services. This paper suggests that, rather than imposing private sector management practices on the public sector, new approaches should be crafted to guide the development of solutions, which are fit for their specific purpose. A few potential alternative options that should be considered are presented.

Is lean service promising? A socio-technical perspective

Purpose – The purpose of this paper is to contribute to the ongoing debate about the effectiveness of lean practices in the service sector. Design/methodology/approach – This paper examines the impact of lean service on firm operational and financial performance. Exploratory factor analysis is used to reduce the data and identify the underlying dimensions of lean service, and partial least squares structural equation modelling is used to test the developed model. Findings – The results indicate that the social bundles of lean service had an independent positive impact on firm operational and financial performance. Furthermore, while the technical bundles had an independent positive effect on only the operational performance, they interacted with the social bundles to improve both the operational and financial performance. The findings suggest that service managers must follow a systematic approach when implementing lean service practices without focusing on one side of the system at the expense of the oth...

Digital/web‐based technology in purchasing and supply management: a UK study

Purpose – To date little is known about the actual level of utilisation of digital/web‐based interaction technologies in purchasing and supply management (SM) in the UK. This paper seeks to address this gap in the extant knowledge through empirical research in a UK setting. It examines the level of usage, the uses, the perceived benefits, and future perspective on the use, of web‐based technology in purchasing and SM.Design/methodology/approach – An empirical survey of UK‐based organisations was undertaken. Information simultaneously collected on the buyer‐supplier relationship orientation of the firms in the sample was used to test the proposition that the use of web‐based technology leads to stronger collaborative relationships with suppliers.Findings – Data obtained from 156 valid responses indicated that six in every ten organisations use web‐based technology to support purchasing and SM activities, but that the usage is lower in small to medium‐sized enterprises. The main uses reported are for commun...

Quality and business process synergy: key strategies promoting longevity

Evidence suggests that total quality managements (TQM) implementation process affects the likelihood of its ultimate success. The danger of treating quality and TQM as an additional rather than a core activity is widely recognised. This paper argues that failure of organisations to reap considerable benefits that can be derived from introduction of TQM results from the failure to create an explicit link between the quality improvement efforts and the existing business processes. The paper presents conceptual and empirical evidence in support of the proposition that the longevity and success of the TQM process is dependent on the integration of its underlying concepts with the normal business processes. Furthermore, and more importantly, the paper examines the strategies adopted by leading exponents of TQM to achieve this objective.