The multidimensionality of TQM practices in determining quality and innovation performance — an empirical examination

By Daniel I. Prajogo, Amrik S. Sohal. 2004

374 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/151c0fe4a1f58744d7b28fa69abc32feec8bb0de

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In Management Information Systems

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Impact of value chain activities on quality and innovation (2008, background): “The two scales measuring product innovation and process innovation have shown their validity and reliability in other studies ( Prajogo and Sohal, 2003, 2004”
Innovation, quality management and learning: Short-term and longer-term effects (2017, background): “On the other hand, it can be argued that quality improvement processes – which may involve mechanistic routinisation and standardised business processes – restrict creativity and innovation (Kanter, 1983; Glynn, 1996; Prajogo and Sohal, 2004).”
An analysis of the relationship between total quality management-based human resource management practices and innovation (2009, background): “…revealing the positive effects of total quality management (TQM) on firms’ performance (Sousa and Voss 2002; Kaynak 2003), and recently there has been greater interest in analysing its impact on innovative activity (Perdomo-Ortiz, González-Benito and Galende 2006; Prajogo and Sohal 2003, 2004).”
Are quality and innovation management conflicting activities (2009, background): “More specifically, some papers find that the SC favor incremental innovations (Prahogo and Sohal, 2004; Abrunhosa and Sá, 2008), due to the firm’s orientation toward continuous improvement.”
Does quality management foster or hinder innovation? An empirical study of Spanish companies (2008, background): “In a later empirical paper (Prajogo & Sohal, 2004) they confirm this hypothesis by testing a model in which the technical aspects of TQM favour quality performance while system aspects of TQM favour innovation performance.”
Investigating the effects of innovation and employee performance on the relationship between total quality management practices and firm performance: An empirical study of Turkish firms (2010, methodology): “Some authors have found that innovative firms had higher market share, growth rates, profit (Mazzanti et al., 2006; Department of Trade and Industry (DTI), 1993), and quality performance (Prajogo and Sohal, 2004) than non-innovators.”
Differentiating the effects of the institutional environment on corporate entrepreneurship (2011, methodology): “Given that the creation of measurement levels is a complex task, we followed the advice of Prajogo and Sohal (2004)”
The structural relationship between TQM, employee satisfaction and hotel performance (2017, background): “…widely recognized as a management philosophy, there is no consensus in the literature in term of TQM’s dimensions and application (Garengo and Biazzo, 2013; Montes et al., 2003; Wang et al., 2012; Martínez-Costa et al., 2009; Ahire et al., 1996; Sureshchandar et al., 2001; Prajogo and Sohal, 2004).”