Total quality management and sustainable competitive advantage

By R. Reed, David J. Lemak, Neal P. Mero. 2000

505 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/69b6a5e86e93e6d3f62be3c64b302779340b1e52

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

1. Dinh Thai Hoang

In Strategy and Management

1. Iñaki Heras‐Saizarbitoria
2. F. Marimon
3. Dinh Thai Hoang
4. Barbara Igel
5. Tritos Laosirihongthong

Citations in the corpus

• An empirical study of the relationships within the categories of the EFQM model (2012, background): “Nevertheless, some key elements or principles are common to all TQM models (Dahlgaard-Park, 1999 ; Reed, Lemark, & Mero, 2000 ; Sousa & Voss, 2002): customer satisfaction, continuous improvement, commitment and leadership on the part of top management, involvement and support on the part of empl”
• Total quality management (TQM) strategy and organisational characteristics: Evidence from a recent WTO member (2010, background): “In a recent study, Reed, Lemark, and Mero (2000) systematically reviewed the work and ideas of these TQM experts – Deming (1982, 1986), Juran (1974, 1988, 1989, 1992), Crosby (1979, 1996), Feigenbaum (1951, 1983, 1991), and Ishikawa (1985) – and pointed out the shared similarities on TQM elements.”