Abstract
Purpose: The primary purpose of this paper is to identify the most important factors related to the successful implementation of TQM in the literature and to compare the identified factors with the existing research. Methodology/Approach: By conducting a systematic literature review in three main stages, this research analyzes 13 empirical papers published between 1995 and 2017. Three main stages included: formulation of the problem to be solved by the systematic literature review; definition of inclusion criteria and exclusion of articles; and article search and selection. Findings: Analysing previous research and conducting a literature review, we identify six main critical success factors (CSF): top management leadership and commitment, customer focus, training (employees), procurement management (suppliers), information and analysis, and process management. Research Limitation/Implication: In this paper, we focused solely on the influence of TQM practices on the financial performance of a company. As such, the non-financial performance indicators were not considered. Originality/Value of paper: This paper adds value to the existing literature as it focuses on critical factors of TQM implementation examined in relation to the financial performance of the company and provides a good basis for understanding and developing more complex models.
Highlights
The success of any quality management concept depends on its successful implementation within a company
As financial performance is considered to be one of the most important measures of survival of a company, this paper provides a systematic literature review of the studies that confirmed the positive relationship between TQM practices and financial performance
Analysing previous research and conducting a literature review, we have identified six main critical success factors: top management leadership and commitment, customer focus, training, procurement management, information and analysis, and process management
Summary
The success of any quality management concept depends on its successful implementation within a company. The implementation of TQM is a complex and difficult process, and the benefits are typically not easy to achieve (Mohammad Mosadegh Rad, 2006). Quality management (QM) is a concept with a long and complex history. The interpretation of the quality movement has varied across different periods, from quality control to total quality management and beyond. One of the most comprehensive definitions of TQM used in the literature considers TQM as “holistic management philosophy that strives for continuous improvement in all functions of an organisation, and it can be achieved only if the total quality concept is utilised from the acquisition of resources to customer service after the sale” (Kaynak, 2003, p.406)
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