This study explored the relationship between organizational culture, total quality management (TQM), and performance in auto parts manufacturing companies in Isfahan, Iran. The study was a correlational survey following applied purposes. The statistical population included all members in such sections as management, quality control, sales, research and development, and human resources of 21 aut...

This paper presents a comparative study on the relationship between implementing total quality management (TQM) and organisational characteristics (size, type of industry, type of ownership, and degree of innovation) in a newly industrialised country in South East Asia. Vietnam has become the 150th member of the World Trade Organisation (WTO) since January 2007, and this is the first empirical ...

Top-down total quality management (TQM) programs often fail to create deep and sustained change in organizations. They become a fad soon replaced by another fad. Failure to institutionalize TQM can be attributed to a gap between top management’s rhetoric about their intentions for TQM and the reality of implementation in various subunits of the organization. The gap varies from subunit to subun...

introduction: many organizations, especially, service organizations, relative to their goals and mission, have a special view towards quality phenomena and its management and are turning to approaches such as tqm to help manage their business. this study examined the tqm indicators gap in isfahan khorshid hospital. as fuzzy set theory is better than the logical theory for estimating the linguis...

Many empirical studies have demonstrated that only a handful of soft total quality management (TQM) elements contribute to organisational performance while elements of hard TQM have no relationship with performance. Despite these findings, a review of literature suggests that the elements of hard TQM in fact have a profound impact on organisational performance. The empirical studies which have ...