THE IMPACT OF TOTAL QUALITY MANAGEMENT COMPONENTS ON SMALL AND MEDIUM ENTERPRISES’ FINANCIAL PERFORMANCE IN JORDAN
Keywords:
TQM, SMEs, Global TQM, JordanAbstract
Total Quality Management (TQM) is increasingly lambasted by management gurus and the business media for a lackluster impact on the bottom line. The question of whether the adoption of TQM improves financial performance has been discussed for several years.However, most research has examined large organizations, and it has been recognized that TQM studies on small and medium enterprises (SMEs) is limited (Parkin and Parkin 1996; Walley 2000). This paper presents a study of the impact of TQM components on small and medium enterprises’ financial performancein Jordan while also providing a review of global TQM research.
Downloads
References
Adam Jr., E.E. (1994). Alternative quality improvement practices and organizational performance. Journal of Operations Management, Vol. 12 No.1, pp. 27-44.
Alessandro Brun (2010). Critical success factors of six sigma implementation in Italian companies.International Journal of Production Economics, pp 1-7.
Chapman, R.L, Murray, P.C and Mellor, R (1997). Strategic quality management and financial performance indicators, International Journal of Quality & Reliability Management, Vol. 14 No. 4, pp. 432-448.
Christos B Fotopoulus and EvangelosL.Posmas (2009). The impact of soft & hard TQM elements onquality management results.International Journal of Quality and Reliability Management, Vol 26, no 2,pp 150-163.
Crosby, P.B. (1979). Quality is free: The Art Of Making Quality Certain. New American Library, New York.
Deming, W.E. (1986). Out of the Crisis. MIT Center for Advanced Engineering.Cambridge University Press.
Easton, G. S. and S. Jarrell (1998). The Effects of Total Quality Management on Corpora Performance: An Empirical Investigation, The Journal of Business, 71(2), pp. 253-307.
EsinSadikoglu ,CemalZehir (2010). Investigating the effect of innovation and employee performance on relationship between TQM practices and firm performance: An empirical study of Turkish firms, International Journal of Production Economics, pp 1-14.
Grant, R. M., R. Shani, and R. Krishnan (1994). TQM’s Challenge to Management Theory and
Practice, Sloan Management Review, pp. 25-35.
Hendricks, K.B. and Singhal, V.R. (2001a). Firm characteristics, total quality management, and financial performance, Journal of Operations Management , Vol. 19 No. 3, pp. 269–285.
Hendricks, K.B. and Singhal, V.R. (2001b). The long-run stock price performance of firms with effective TQM programs, Management Science, Vol. 47 No. 3, pp. 359–368.
Issac, G. &Rajendran, C., Anantharaman, R.N (2004). A conceptual framework for total quality management in software organizations, Total Quality Management, 15(3), 307-344.
Juran, J. (1986). The quality trilogy, Quality Progress, No. 9, pp. 19-24.
Kumar, Dixit Garg and T.K Grag. (2009). Total quality management in Indian industries: relevance,analysis and directions. The TQM Journal, Vol 21, no 6, pp 607-622.
Powell, T. C. (1995). Total Quality Management as Competitive Advantage: A Review andEmpirical Study, Strategic Management Journal, 16(1), pp. 15-37.
Parkin, M. A. and R. Parkin (1996). The Impact of TQM in UK SMEs, Industrial Management & DataSystems, 96(4), pp.6-10.
Rahman, S.-U. (2001). Total Quality Management Practices and Business Outcome: Evidence FromSmall and Medium Enterprises in Western Australia, Total Quality Management, 12(2), pp.201-210.
Rao, A., L. Carr, I. Dambolena, R. Kopp, J. Martin, F. Rafii, and P. Schlesinger (1996). Total
Quality Management: A Cross-Functional Perspective, John Wiley & Sons, Inc.
Talavera, G. V. (2004). TQM Constructs Development and Validation: The Philippine Experience, GadjaMada International Journal of Business, 6(3), pp. 355 - 381.
Walley, K. (2000). TQM in Non-Manufacturing SMEs: Evidence From the UK Farming Sector,International Small Business Journal, 18(4), pp.46-61.
York, K.M. and Miree, C.E. (2004). Causation or covariation: an empirical re-examination of the linkbetween TQM and financial performance, Journal of Operations Management, Vol. 22, pp. 291311.
