Soft TQM, hard TQM, and organisational performance relationships: an empirical investigation

Rahman, S and Bullock, P 2005, 'Soft TQM, hard TQM, and organisational performance relationships: an empirical investigation', International Journal of Management Science, vol. 33, no. 1, pp. 73-83.


Document type: Journal Article
Collection: Journal Articles

Title Soft TQM, hard TQM, and organisational performance relationships: an empirical investigation
Author(s) Rahman, S
Bullock, P
Year 2005
Journal name International Journal of Management Science
Volume number 33
Issue number 1
Start page 73
End page 83
Total pages 11
Publisher Elsevier
Abstract TQM literature suggests that hard TQM has a profound impact on organisational performance. However, most empirical studies have examined the impact of each dimension of TQM on performance separately. We argue that it is more appropriate to investigate the direct impact of soft TQM on the diffusion of hard TQM, and then assess the direct impact of hard TQM on performance. Analysis of 261 Australian manufacturing companies revealed significant positive relationships between soft TQM and hard TQM elements. In addition to direct affects, soft TQM also has an indirect affect on performance through its effect on hard TQM.
Subject Quality Management
DOI - identifier 10.1016/j.omega.2004.03.008
ISSN 0305-0483
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