Ying-Ying Liao

Quality performance in a global supply chain: finding out the weak link

Much has been written on the intensive interconnection between supply chain management (SCM) and quality management (QM) with a particular focus on the systems-based view as the common thread between these two operation management topics. Absent in this debate has been any examination of the dynamics of SCM and QM practices and the resultant implications for the end customer in terms of product/service quality at a global level. In consequence, the nature and extent of their interconnection or interlinking and the resultant implications for the product/service quality has remained tangential. Using a qualitative study of two very large branded athletic and casual sports apparel and footwear manufacturers based in Asia with world-wide suppliers and distribution centres, this study aims to broaden the debate by arguing that partnering with suppliers of high QM capabilities in chains of relationships does not necessarily result in downstream benefits to both the manufacturer and end customers. We argue that both SCM and QM practices must advance from traditional firm-driven, fire fighting and product-focused mindsets to a more collaborative mode of inter-firm relations in that a much greater level of co-operation among both upstream and downstream chains is regarded as a key to competitive advantage.

Training interventions: fulfilling managerial ends or proliferating invaluable means for employees?

Purpose – The purpose of this paper is to assess the current state of employee training practices in a sample of Iranian‐based organisations.Design/methodology/approach – The research approach adopted for the study conforms to qualitative research in the form of multiple case study design. Semi‐structured interview is adopted to collect qualitative data. To enhance the validity of the information derived from the interviews, the interview data are supplemented by some observations and examination of the related documents.Findings – Data from managers and employees from different functional areas support a capital approach to employee training. The results further indicate that the current approach to training has an upward impact on employee turnover. Overall, the data suggest that the effect of training on employee motivation and productivity is indirect through managements approach and orientation towards training. This, in turn, causes a gap between employees expectation and perception toward the eff...

Qualitative middle-range research in operations management: The need for theory-driven empirical inquiry

Purpose – The purpose of this paper is to highlight the potential of a qualitative middle-range research approach to contribute to the advancement of operations management (OM) field. Design/methodology/approach –To better signify such contribution, it takes insight from Mertons (1968) notion of middle-range theory as a means to create pathways of propositions that link substantive concepts and practices of OM in both context-specific and context-free operational environments. Findings – The paper brings to the fore the argument that achieving the primary objective of filling the “theory-methods” void in OM can be achieved through adoption of a qualitative middle-range approach. Originality/value – The originality of this paper hinges on the premise that theory-oriented qualitative field research that is able to incorporate experiences of different stakeholders of the OM intervention is highly likely to benefit OM theory advancement as well as OM practice.

The triangular supply chain relationship: labour dispatch agencies, hospitality sector, and flexible workers: the Taiwan experience.

Much has been written on the nature of labour flexibility in the Western context and the extent to which it benefits employers in terms securing them cost-effective operations and flexible workers by offering them contingent work arrangements. Absent in this debate has been any examination of the nature and extent of labour flexibility in the non-Western context. This article aims to broaden the debate and examines the current application of labour flexibility practices and its resultant implications in the novel context of Taiwan – with a particular focus on the hospitality industry. The choice of hospitality industry is in line with the recent CEPDs1 call for labour dispatch agencies to be considered as a promotional service industry among 12 categories of services. Data derived from focus group studies and individual in-depth interviews at four hotels and their partner labour dispatch agencies elicited the triangular relationship among labour dispatch agencies, client hotels, and agency workers. In contrast to previous similar research of the Western context where labour flexibility was primarily seen to secure lower labour costs, it was found that tight managerial control over the flexible workforce plays a crucial role in adopting contingent work arrangements. Moreover, the results indicate that flexible workers are regarded as a cost rather than being considered as the rhetoric of human capital.

The rhetoric and reality of 'process control' in organisational environments with a TQM orientation: The managers' view

This paper offers a defence of total quality management (TQM) initiatives as an integral part of business strategy for maintaining competitive advantage. It takes issue with one argument against it: that there exist ambiguity and contradiction in using ‘process control’ to exert control over the workforce to bring about the desired outcomes of TQM, and therefore it might be seen as a follow-up to scientific management. The paper adopts a qualitative approach in the form of three case studies. Data from 47 managers representing a variety of managerial levels indicate that the increased control over the workforce is indirect through the increased control over the work process, and that TQM initiatives can be used as the vehicle for achieving what most of the managers search for: higher organisational performance through more effective use of the capabilities and inclinations of their workforce. However, the study further highlights the danger that the promised TQM benefits could be vulnerable to management bias towards control, leading to its failure in the long term.

Managing service quality: The managers' orientations and their consequences - Case study evidence of current practice

Much of the existing research into the effectiveness of managing quality in both manufacturing and service organisations has tended to attribute the failure of quality-related programmes to factors such as limited resources, work overload, inadequate training or a lack of customer orientation. However, this study argues that explaining failure of service quality1 operations in terms of the aforementioned factors is far too simple. This study therefore aims to explore the linkage between managements approach and orientation and the effectiveness of service quality operations. In doing so, it takes a qualitative methodology in the form of 52 semi-structured interviews with different managerial levels in a sample of three service organisations. The findings reveal that the impact of quality initiatives on enhancing service quality is a direct function of, first, senior managements approach to the quality of service operations, and second, the existence of a certain degree of consistency between senior managements approach with that of middle and first line managers. The research findings present useful implications for both researchers and practitioners for better management of service quality operations which bring about increased productivity and performance at both individual and organisational levels.

Does management's approach impede service quality?

The primary aim of this article is to examine the impact of managements approach on the effectiveness of service quality operations. Drawing upon semi-structured interviews with multiple managerial actors at different hierarchical levels and archival sources, the findings suggest two alternative paths of managements approach regarding service quality. One of the paths distils customer confidence, aims to fulfil customer requirements as well as the strategic and potential intentions within the organisation. The other represents more of a short-term approach for managing service quality, which only demonstrates some aspects of customer satisfaction at the time when the customer interacts with the service provider. In the latter, as our evidence showed, the service provider could fail to build customer loyalty and face customer boycott. The findings highlight a fundamental need for management across different hierarchical levels to adjust their approach to encompass the entirety of service quality operations, if service quality practices are to result in employee satisfaction and desirable customer experience.

The influence of supply chain quality management practices on quality performance: an empirical investigation

Purpose The extant literature highlights the notable lack of a consensus among operations and supply chain management scholars regarding the theoretical underpinnings and associated empirical evidence for the performance impact of supply chain quality management (SCQM) practices on quality. The aim of this study is to redress this imbalance in the literature through empirical examination of the relationship between SCQM practices and quality performance outcomes. Design/methodology/approach In accordance with the research aim, a quantitative approach was adopted, and a multi-item scale web-based survey was designed to collect primary data. A total number of 325 questionnaires were collected from a sample of UK-based manufacturing companies. Factor analysis, internal consistency and multivariate regressions were employed to validate the multi-item scale and test the hypotheses. Findings The findings confirm the proposed hypotheses and reveal statistically significant results for the performance impact of S...

What sparks quality-driven change programmes in not-for-profit service sector? Some evidence from the voluntary sector

Despite the massive amount of attention paid to quality management in privately owned manufacturing and services firms and publicly owned organisations, few scholars have attempted to examine the application and outcomes of various quality-driven change initiatives in the context of voluntary sector organisations. This paper reports on the application of quality management programmes in terms of logic of adoption, implementation decisions and the resultant performance outcomes in a sample of voluntary sector organisations. Using a multiple case study design of three firms, the findings largely support the view that initiating quality-oriented change programmes poses a unique challenge to the management on two fronts: first, management logic and understanding for adopting quality initiatives, and the ability of the management to appreciate the synergetic relationship between efficiency gains and legitimacy concerns so that a continuous learning environment will follow. Drawing on insights from institutional theory literature, we shed light on the complexities inherent in the sector that necessitate a reappraisal of the logic of quality initiatives adoption, which in turn create a dilemma and indeed build resistance for the management to embody an unconditional commitment to the strategic importance of quality. The paper concludes with several working propositions and discusses the practical implications of the findings.

The dynamics of workplace relationships in a diverse internationally staffed organisation: a qualitative ethnographic assessment

Abstract The primary aim of this article is to explore and analyse the experiences of foreign Muslim workers in a diverse internationally staffed organisation. The specific objectives are threefold: (i) to understand the major triggers and consequences of negative stereotypical views towards Muslim workers, (ii) to identify institutional and external forces that shape Muslim workers’ experiences at work and (iii) to uncover the ways in which Muslim workers respond to the existing multi-level organisational challenges faced at work. It adopts a qualitative ethnographic methodology to examine the dynamics of workplace relationships in a large diverse internationally staffed organisation with operations in recruitment services for both individual (private) and commercial clients. The inductive analysis of the qualitative data suggests that negative stereotypical views of religious minority results in both implicit and explicit forms of job discrimination against ethnic minorities and that the latter is largely perceived to cause their undesirable experiences and economic disadvantages. One concrete outcome of undesirable experiences of Muslim minority workers is reported to be their definite willingness and strong inclination towards ‘silence’ and ‘inward integration’. The article concludes with several working propositions and discusses the practical implications of the findings for HR diversity management.