Action-Based Quality Management: Strategy and Tools for by Marta Peris-Ortiz, José Álvarez-García

By Marta Peris-Ortiz, José Álvarez-García

Featuring case experiences from the commercial and tourism sectors, this publication offers an interdisciplinary point of view at the influence of overall caliber administration on company and innovation techniques. the rules of overall caliber administration (TQM) were generally researched and analyzed as a vital device for companies to compete in a globalized economic system. This publication offers the most recent learn at the purposes of TQM throughout assorted capabilities similar to customer support, human assets administration and price regulate. It demonstrates how the usage of TQM instruments, resembling the SERVQUAL version, Eco-Management and Audit Scheme (EMAS), excessive Involvement Practices (HIWP) and the EFQM excellence version, affects a firm’s functionality, complements productiveness and innovation and decreases expense, thereby letting them compete extra successfully within the worldwide industry. development at the wide literature at the dating among TQM and company functionality, the authors argue that caliber acts as a strong aggressive device that businesses should still include of their company technique. via selling actions that lead to higher potency, greater regulate and administration of the association (internal quality), organizations can in attaining major development in patron delight, worker delight, social influence and company effects (external caliber) and exceed expectancies in those areas.

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J Acad Market Sci 36(Spring):1–10 Volverda HW, Van Den Bosch FAJ, Heij C (2013) Management innovation: management as fertile ground for innovation. Eur Manag Rev 10:1–15 Walker RM, Damanpour F, Devece CA (2011) Management innovation and organizational performance: the mediating effect of performance management. J Pub Adm Res Theor 21:367–386 Wernerfeld B (1984) A resource-based view of the firm. Strat Manag J 5:171–180 Zott C, Amit R (2010) Business model design: An activity system perspective.

2005; Molina et al. 2007). According to Moreno-Luzón et al. (2000), TQM develops an extensive and close internal network. Process management and teamwork enables mutual learning and knowledge transfer. In the same line of research, Molina et al. (2004) confirm that ISO standards improve knowledge transferability, while TQM enables internal knowledge transference. Likewise, TQM promotes the development of multiple communication channels linking the organization to its environment (Fernández-Pérez and GutiérrezGutiérrez 2013).

As a consequence of such organizational openness, TQM enables the acquisition and assimilation of external knowledge (Arumugam et al. 2013; Martínez-Costa and Jiménez-Jiménez 2008; Ruiz-Moreno et al. 2005; Molina et al. 2007). According to Moreno-Luzón et al. (2000), TQM develops an extensive and close internal network. Process management and teamwork enables mutual learning and knowledge transfer. In the same line of research, Molina et al. (2004) confirm that ISO standards improve knowledge transferability, while TQM enables internal knowledge transference.

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