Study on Total Quality Management Activities in Taiwan Tourism Factories
Keywords:Information technology, operational performance, operational strategy, total quality management.
AbstractAs competition becomes increasingly fierce, how to integrate the concept of information technology involvement into total quality management activities and better serve the customers, thus increasing the effectiveness of their services, has become an important focus for many tourism factories in their selection of an appropriate operational strategy. With the tourism factories in Taiwan as the subjects, this study was therefore set out to investigate the impact of operational strategies, information technology involvement and motivation on the executive degree of total quality management (TQM) activities, as well as the correlation between the executive degree of TQM activities and operational performance. This research was conducted from March to April 2016 using 56 effective questionnaires through a questionnaire survey method. According to the research findings, the higher the executive degree of TQM activities was, the more significant a positive impact it would have on operational performance; the execution of differentiation strategies would have a positive impact on the execution of TQM activities; the more a company was involved in information technology, the more significant a positive impact it would have on the execution of TQM activities; the higher the intrinsic motivation was, the more significant a positive impact it would have on the executive degrees of TQM activities. It is therefore advisable for tourism factories to implement TQM activities, adopt differentiation strategies, seek greater information technology involvement and become more strongly motivated toward TQM implementation in order to improve operational performance.
Agus, A., & Abdullah, M. (2000). Total quality management practices in manufacturing companies in Malaysia: an exploratory analysis. Total Quality Management, 11(8), 1041-1052.
Ang, C.L., Davies, M., & Finlay, P.N. (2000). Measures to assess the impact of information technology on quality management. International Journal of Quality & Reliability Management, 17 (1), 42 - 66.
Antony, J., Leung, K., Knowles, G., & Gosh, S. (2002). Critical success factors of TQM implementation in Hong Kong industrials. International Journal of Quality & Reliability Management, 19(5), 551-566.
Bhanugopan, R. (2002). Total quality management in Papua New Guinea: a survey of current practices. The TQM Magazine, 14(2), 120-126.
Chow, C.W., Haddad, K.M., & Wu, A. (2003). Corporate Culture and Its Relation to Performance: A Comparative Study of Taiwanese and U.S. Manufacturing Firms. Managerial Finance, 29(12), 65-76.
Croteau, A.M. and Bergeron, F. (2001). An information technology trilogy: business strategy, technological deployment and organizational performance. Journal of Strategic Information Systems, 10(2), 77-99.
Dewhurst, F.W., Martínez-Lorente A.R., & Sánchez-Rodríguez, C. (2003). An initial assessment of the influence of IT on TQM: a multiple case study. International Journal of Operations and Production Management, 23 (4), 348-374.
Douglas, T.J., & Judge, W.Q. (2001). Total quality management implementation and competitive advantage: The role of structural control and exploration. Academy of Management Journal, 44(1), 158-169.
Duffy, J. (2000). The KM technology infrastructure. Information Management Journal, 34(2), 62-66.
Durand, R. and Coeurderoy, R. (2001). Age, order of entry, strategic orientation, and organizational performance. Journal of Business Venturing, 16 (5), 471-494.
Farrell, M.A. (2000). Developing A Market-Oriented Learning Organization. Australian Journal of Management, 25(2), 201-223.
Ghobadian, A., & Gallear, D. (1996). Total quality management in SMEs, Omega, 24(1), 83-93.
Hendricks, K.B., & Singhal V.R. (2001). Firm characteristics, total quality management, and financial performance. Journal of Operations Management, 19(3), 269-285.
Ismail, S., & Ebrahimpour, M. (2003). Examination and Comparison of the Critical Factors of Total Quality. Management (TQM) Across Countries. International Journal of Production Research, 41(2), 235-268.
Jung, J.Y., Wang, Y.J., & Wu, S. (2009). Competitive strategy, TQM practice, and continuous improvement of international project management: A contingency study. International Journal of Quality & Reliability Management, 26 (2), 164 - 183
Kaynak, K. (2003). The relationship between total quality management practices and their effects of firm performance. Journal of Operations Management, 21(4), 405-435.
Kirca, A.H., Jayachandran, S., & Bearden, W.O. (2005). Market orientation: A meta-analytic review and assessment of its antecedents and impact on performance. Journal of Marketing, 69 (2), 24-41.
Kunst, P., & Lemmink, J., 2000. Quality management and business performance in hospitals: A search for success parameters. Total Quality Management, 11(8), 1123–1133.
Krajewski, L.J., & Ritzman, L.P., 2002. Operations Management: Strategy and Analysis. 6th Ed., Englewood Cliffs, NJ: Prentice Hall.
Levin, D.Z., & Shortell, S.M. (2006). Does large size always slow down learning and implementation? The role of motivation and culture. Working paper, Rutgers Business School –Newark and New Brunswick, Rutgers University, Newark, NJ.
Li, M.H. (2006). The Impact of IT investment, communication, innovation in Participative Budgeting Systems on performance: Hotel Industry in Taiwan as Example, Master’s thesis, Graduate School of Business Administration, National Dong Hwa University.
McAdam, R., & McKeown, M., 1999. Life after ISO 9000: an analysis of the impact of ISO 9000 and total quality management on small businesses in Northern Ireland. Total Quality Management,10(2), 229-241.
Mersha T. (1997). TQM implementation in LDCs: driving and restraining forces, International Journal of Operations & Production Management, 17(2), 164-183.
Meso, P., & Smith, R, 2000. A resource-based view of organizational knowledge management system. Journal of knowledge management, 4(13), 224-234.
Miles, R., & Snow, C. (1978). Organizational Strategy, Structure, and Process. New York: McGraw-Hill.
Miller, J., & Doyle, B.A. (1987). Measuring effectiveness of computer-based information systems in the financial service sector. MIS Quarterly, 11(1), 107-125.
Motwani, J. (2001). Critical factors and performance measures of TQM. The TQM Magazine, 13(4), 292-300.
Németh, B. (1999). Application of TQM in Hungary and in the US: Analysis. Periodica Polytechnica Social and Management Sciences, 7(1), 3–14.
Nunnally, J. (1978). Psychometric Theory (2d ed). New York: McGraw-Hill.
Porter, M.E. (1980). Competitive Strategy, New York: The Free Press.
Prajogo, D.I., & Sohal, A.S. (2006). The relationship between organization strategy, total quality management (TQM), and organization performance– the mediating role of TQM. European Journal of operational Research, 168(1), 35-50.
Prajogo, D.I., & Sohal, A.S. (2001). TQM and innovation: A literature review and research framework. Technovation, 21(9), 539-558.
Quek, E.E., & Yusof, S.M. (2003). A Survey of TQM Implementation in Malaysian electrical and electronic industry. Total Quality Management, 14(1), 63-77.
Roberts, C.B. (1996). The Impact of Information Technology on the Management of System Design. Technology in Society, 18(3), 333-355.
Sakaguchi, T., & Dibrell, C. (1998). Measurement of the intensity of global information technology usage: Quantitizing the value of a firm's information technology. Industrial Management & Data Systems, 98 (8), 380-394.
Seetharaman, A., Sreenivasan, J., & Boon, L.P. (2006). Critical success factors of total quality management. Quality and Quantity, 40(5), 675-695.
Shea, J., & Gobeli, D. (1995). TQM: the experiences of ten small businesses. Business Horizons, 38(1), 71-77.
Siam, A.Z., Khateeb, K.A., & Waqqad, S.A. (2012). The role of Information system in implementing Total Quality Management. American Journal of Applied Science, 9(5), 666-672.
Slater, S.F., & Narver, J.C. (2000). The Positive Effect of a Market Orientation on Business Profitability: A Balanced Replication. Journal of Business Research, 48(1), 69-73.
Sohal, A.S., Moss, S., & Ng, L. (2001). Comparing IT success in manufacturing and service industries. International Journal of Operations and Production Management, 21(1/2), 30-45.
Song, X.M., Neeley, S.M., & Zhao, Y. (1996). Managing R&D-marketing integration in the new product development processes. Industrial Marketing Management, 25(6), 545-553.
Terziovski, M., & Samson, D. (2000). The effects of company size on the relationship between TQM strategy and organizational performance. The TQM Magazine, 12(2), 144-148.
Tippins, M.J., & Sohi, R.S. (2003). IT competency and firm performance: Is organizational learning a missing link?. Strategic Management Journal, 24(8), 745-761.
Tiwari, G., & Chaudhari, P.T. (2012). A study of the effect of information technology on TQM. World Journal of Science and Technology, 2(5), 21-23
Yusof, S.M.,& Aspinwall, E. (2001). Case studies on the implementation of TQM in UK automotive SMEs. International Journal of Quality & Reliability Management, 18(7), 722-744.
Yusof, S.M., & Aspinwall, E. (2000). TQM implementation issues: review and case study. International Journal of Operations & Production Management, 20(6), 634-655.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).