The Japanese Economic Miracle – Interpreting it from Today’s Perspective

PurposeThe purpose of this paper is to provide a theoretical model for the relationship between quality management (QM) practices and the health and fitness industry through two competencies, including relational competence (RC) and technical competence (TC).Design/methodology/approachDrawing from the resource-based view and the relational competence theory, this paper seeks a further understanding of the conceptual link between QM practices and the health and fitness industry.FindingsThis paper proposes that RC and TC will positively mediate the relationship between QM practices and customers’ behavioral intentions to use the health and fitness service.Research limitations/implicationsThis paper provides an integrated perspective to the health and fitness industry. More specifically, this paper suggests that QM practices can be applicable to customers’ behavioral intentions to use the health and fitness service. This paper also provides a solid conceptual foundation through which managers in the health and fitness industry put more effort in developing the relationship with customers. An empirical investigation might be needed for future study.Practical implicationsThis paper suggests that managers and employees in the health and fitness industry need to provide a sustained and consistent effort into maintaining the interaction with customers. This paper also suggests that the use of QM practices can be related to customer perception (e.g. boosting behavioral intentions toward service providers) and can provide sustainable competitive advantage in the health and fitness industry.Originality/valueThis paper extends current understanding of QM practices and the health and fitness industry by providing a conceptual framework regarding how QM practices are related to the health and fitness industry through RC and TC.

Purpose– This paper aims at providing new evidence on the relationship between advanced manufacturing technologies (AMTs) and quality management (QM) practices on manufacturing performance.Design/methodology/approach– The expected relationship between both AMTs and QM practices on manufacturing performance are tested using a unique sample of 301 manufacturing companies from Argentina (151) and Uruguay (150), employing at least 20 workers, which have been assessed through personal interviews to plant managers and engineers.Findings– Findings evidence the complementarities between QM practices and AMTs to explain enhanced manufacturing performance. Although QM practices have a direct effect on manufacturing performance, the effects of AMTs are significant only in the presence of QM practices.Research limitations/implications– First limitation of the paper is the cross-sectional character of the data analysis. Secondly, the paper cannot avoid the disadvantages inherent in research based on surveys, especially when the answers are of a subjective nature. In addition, the information used is based on the perceptions of managers.Practical implications– Industry practitioners should focus on the implementation of innovation policies that promote long-term economic growth, creating more favorable and better technological and infrastructure institutional conditions to lead to substantial improvements in this economic growth.Originality/value– The paper provides evidence on the interdependence between QM practices and AMTs’ adoption to improve performance of manufacturing companies in the south of Latin America, something that has received very little attention up today. Thus, the paper contributes also to the international debate on differences observed in the implementation of manufacturing innovations in different regions.

This paper explores the role of core and infrastructure quality management (QM) practices in creating ambidexterity. Based on an extensive literature review, the paper develops propositions about the modus operandi of each type of QM practices in causing ambidexterity. The paper shows that the core QM practices have a direct positive role in ambidexterity, whereas infrastructure QM practices have an indirect positive role through core QM practices. Overall, the paper makes three key contributions: first, it elaborates the role of core and infrastructure QM practices in ambidexterity. Given the fact that the role of QM in ambidexterity is an emerging topic, a discussion on this role is a genuine contribution. Second, the development of propositions is an important milestone towards developing a theory of creating ambidexterity through QM. Third, since the paper elaborates the role of QM practices in each exploitation and exploration, it can provide practical guidance on which practices to be used to support exploration (such as when finding novel solutions to problems) and which practices to be used for exploitation (such as during streamlining processes and increasing efficiency).

Relationship between quality management practices and innovation

Quality transformation is a process to enhance the forms and patterns of quality activities. It affects the adoption of quality management (QM) practices in individual firms and governs the development trend of QM in a nation or region. With the open-door policy in China and the escalating land and labor costs in Hong Kong, much of the low-cost manufacturing activities in Hong Kong have been relocated to China since the 1980s. Transplanting operations to China needs to be an integrated transfer of technical, financial and management know-how, and in particular, the quality management concepts and practices. This paper reviews the quality development and transformation processes in Hong Kong/China manufacturing industries with special emphasis on the transfer of QM practices from Hong Kong to China during the critical period of extensive relocation of manufacturing operations. Before the 1990s, the QM practices in Hong Kong were unsatisfactory. In the early 1990s, the adoption and implementation of ISO 9000 systems had a significant impact on igniting the QM movement in Hong Kong. With the driving force of the ISO 9000 movement, many certified firms in Hong Kong have taken steps to adopt continuous quality improvement (CQI) strategies and are working toward total quality management (TQM). Many Hong Kong manufacturing firms in China have quickly adopted QM practices from their host companies. Hong Kong firms need to further assist their partners in China in committing to quality and increasing their own capability for continuous improvement. Achieving the long-term quality goal of TQM entails a very complex process with a wide range of effects. The currently adopted Hong Kong “ISO 9000-CQI-TQM” step-by-step quality model is recommended for China. The Chinese manufacturing industry in this paper refers specifically to the manufacturing operations in China with major investments from Hong Kong.

Purpose– The purpose of this paper is to examine the extent of total quality management (TQM) practices implemented in Palestinian hospitals and their relationship to organizational performance using the Malcolm Baldrige National Quality Award criteria.Design/methodology/approach– A survey of 51 hospitals operating in the West Bank of Palestine was conducted in order to test the validity and reliability of TQM constructs and their relationship to organizational performance.Findings– The results showed that TQM constructs used in this study are positively related to hospital performance and for the most part the relationship was significant; they were capable of explaining a significant portion of variance in performance. Three elements were found to be strongly significant predictors of performance- people management, process management, and information and analysis.Research limitations/implications– Although hospitals operating in the Gaza Strip were excluded from the study, this research promotes critical management practices that help channeling organization resources into areas aimed at improving quality and performance.Practical implications– The study showed that there are certain areas where administrators or managers need to focus on should they aspire for better performance. The constructs used in this study can be used to assess the implementation of quality practices and highlight areas for movement.Originality/value– This paper provided practitioners, administrators, and academics with a fresh perspective on quality management practices and their impact on organizational performance. It also served as a foundation for future initiatives and programs aimed at improving quality in hospitals.

PurposeThis study aims to advance understanding about quality management (QM) practices by clarifying how competitive strategy conditions the impacts of exploitative and explorative QM practices on performance.Design/methodology/approachThe authors apply partial least squares structural equation modeling to data from a sample of German pharmaceutical firms.FindingsThe results show that the impact of exploitative and explorative QM practices on firm performance is contingent on the competitive strategy pursued. Explorative QM practices are significantly more relevant for firms following a differentiation strategy, whereas exploitative QM practices are significantly more relevant for cost leaders. Furthermore, for strategically ambidextrous firms that follow simultaneously a cost and a differentiation focus, the interplay of the two QM practices matters.Originality/valueThis paper contributes to understanding which kind of management practices, exploitative and/or explorative, have greater performance impacts under certain competitive strategy conditions.

PurposeThe goal of this research is to provide a model of how service firms respond to their environment by developing both different quality management (QM) practices and organizational learning.Design/methodology/approachWe review the different contributions to the study of the relationship between organizational learning and quality. Based on prior research, we propose a series of hypotheses concerning the influence in service firms of QM practices on organizational learning and the influence of the degree of implementation of the practices. Finally, we tested these hypotheses empirically using a sample of 127 service firms operating in the European Union.FindingsThe results of the investigation reveal first, a strong relationship exists among organizational learning and QM practices. Second, we verified that the relations between different QM practices and between QM practices and organizational learning are stronger in service firms with a high degree of implementation of these practices. Finally, we have verified that, although QM practices have been derived from the experience of consultants and practitioners in manufacturing, these practices can be transferred to services.Research limitations/implicationsThe conclusions of this study may be subject to several limitations that suggest further possibilities for empirical research. First, survey data based on self‐reports may be subject to social desirability bias. Second, the conclusions established by our study should be interpreted with care when generalizing, since we have concentrated exclusively on the service sector. Third, the cross‐sectional nature of the research allows us to analyze only a specific situation in time of the organizations studied, not their overall conduct through time. Future research should place more emphasis on longitudinal studies.Practical implicationsWe have obtained a model of QM practices that encourages learning in service organizations, enabling directors to manage service environments while taking into account their unique characteristics.Originality/valueThis paper identified a model of QM practices (Leadership, policy‐strategy, people, processes and partnerships resources) that encourages organizational learning in service organizations.

This study examines the effects of operational innovation and quality management (QM) practices on organizational performance in healthcare organizations. More specifically, this study explores relationships of operational innovation and QM practices on organizational performance. The proposed research model was tested using structural equation modeling through a set of hypotheses, based on the data collected from 239 hospitals each with more than 100 beds. The results indicated positive effects of operational innovation on QM practices which eventually had a positive impact on organizational performance. The study also found positive relationships between process improvement and the medical IT system and QM practices. In addition, the results showed positive effects of quality improvement and safety practices on organizational performance.

The purpose of this paper is to critically investigate the relationship among quality management (QM) practices with their direct and indirect effects on performance outcome by means of conceptual extension and generalisation. The paper uses factor analysis and structural equation modelling which has been tested using cross-sectional data collected from IT enabled small and medium service firms in India. The analysis shows the interdependency of QM practices and the importance of a systematic approach for managing QM practices. The findings from this study indicate that the nature of the interrelationships between these core QM practices is unique to the Indian context. The unique contribution of this study has been in terms of its model-building approach towards designing a linkage model showing interdependencies among critical QM practices with its direct and indirect effects on performance outcome. Such a holistic framework with plausible interaction effects has not been studied earlier in the Indian context with sector-specific relevance to IT enabled service SMEs. Further the paper recommends suggestions for improvement along with managerial implications and future scope of study.

The purpose of this study was to investigate the mediating role of Quality management practices in the relation between Supply chain management practices and Organizational performance: The case of Ethiopian metal industry. The cross-sectional survey research design was chosen in order to collect the primary data, by using adapted questionnaire. Convenience sampling was adopted to draw a sample size of 157 valid respondents. The data collected were analyzed using descriptive statistics, correlation and regression analysis. The results reveal that supply chain management practices and quality management practices dimensions are positively related to organizational performances. The relationship between supply chain management practices and quality management practices were also found to be positive. The mediating role of quality management practices between supply chain management practices and organizational performance were also found to be significant. On the basis of the findings of this study, I conclude that there is positive relationship between supply chain management practices, quality management practices and organizational performances. Thus, improvement of supply chain management practices (strategic supplier partnership, customer relationship, level of information sharing, quality of information sharing and level of using information technology) and quality management practices(top management leadership, supplier quality management, product and service design, process management and employee training) were critical factors to sustainable differentiation and competitiveness in the Ethiopian metal industry. Therefore, I recommend that the supply chain management practices and Quality management practices have strong relation & effect on the organizational performance, the Ethiopian metal industry needs to improve the supply chain management practices and Quality management practices by providing relevant training for their employees, by using information technology system properly and developing clear strategy on the supply chain practices in their respective firms to boost their productivity to be competent enough in the market.

Preceeding literature indicates that service organizations are lagging behind their manufacturing firms in terms of the effective deployment of Total Quality Management (TQM) practices aimed to achieve operational and strategic goals. Given the paucity of TQM researches in service and Non-for-Profit organization, the objective of this study is for our research object to shed some light on the current TQM practices of and their relation to the company’s quality performance. service organizations. A thematic analysis is used to develop the constructs of QM practices. TQM is divided into two themes which are Infrastructure or “Soft” Quality Management (QM) Practices and Core or “Hard” QM Practices. The former one stresses on the human aspects whereas the latter is on the methods and business techniques. Each theme will be further broken down into its subthemes which have correlation with quality performance based on past researches. The paper derives its primary insights from in-depth interviews with the employees of a university’s health service provider in Indonesia. It analyses inductively the employee’s perspectives of QM practices implemented in the organization. This qualitative research confirms causal models suggested by past quantitative studies and depict the organization’s enthusiasm in implementing TQM practices and how those improve organization’s quality performance. This study illustrates considerably small theoretical-practical gap of QM practices that is on the supplier relationship. More importantly, this study underscores the differences in TQM implementation practices due to some industry‐specific factor.

Japanese companies and Japanese styles of management attracted attention from business leaders and scholars and even the general public around the world when, after Japan achieved an “economic miracle,” the then Harvard University sociology professor Ezra F. Vogel (1979) extoled the nation in the late 1970s by using the expression: “Japan as number one.” The Japanese economy rose from the ashes after World War II and enjoyed high growth throughout the 1960s, achieving an average annual growth in gross domestic product (GDP)—the value of all goods and services a nation generates—of about 10 percent. During the same period, Japanese companies gained a large share of the global market for products such as automobiles, motorcycles, electrical appliances, precision instruments, textiles, steel, and shipbuilding. The nation expanded sufficiently to become the world’s second largest economy after the United States in 1968. During the 1970s, the US’s trade imbalance with Japan approached 10 billion dollars a year. The term “Japanese economic miracle” was coined in reference to the nation’s spectacular postwar economic growth.KeywordsJapanese CompanyHuman Resource ManagementManagement ScholarGross Domestic Product GrowthJapanese FirmThese keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

The Japanese economic miracle is known as the record period of Japanese economic growth between the end of World War II and the end of the Cold War (1945–1991). One of the reasons for Japan's rapid recovery from post-war trauma was the government's successful economic reform. The government institution that dealt mainly with industrial policy in Japan was the Ministry of Industry. One of the most important economic reforms was the introduction-adaptation of the "Inclined Production Mode". This success has been largely ensured to the interventionist policy of the Government of Japan and, in part, to the assistance provided by the United States in the form of the ,,Marshall Plan“. Keywords: role of government, protectionism, reconstruction, US aid ("Marshall plan"), Japanese economic miracle.

This study addresses a gap in the literature on how quality management practices within the food supply chain can be effectively integrated with digital technologies to enhance Food Supply Chain Sustainable Performance (FSCSP) in the hospitality and tourism sector in Egypt. Thus, a quantitative approach was employed, with data being collected through both online and in-person surveys from employees with sufficient knowledge of their hotel’s food products, food supply chain, and quality management practices in five-star hotels in Egypt. SPSS and WarpPLS-SEM techniques were used to analyze the research data. The findings showed that Food Supply Chain Quality Management (FSCQM) practices positively influence both FSCSP and Supply Chain Digital Integration (SCDI), with SCDI serving as a mediator in the relationship between FSCQM and FSCSP. This study is helpful for hospitality businesses in developing economies because it shows how important it is to combine digital innovation with strong quality management to improve operating efficiency and gain a competitive edge in terms of sustainability. This involves fostering a technology-driven culture that encourages creativity, innovation, transparency, and information-sharing among employees to ensure the successful integration of FSCQM practices with hotels’ digital competences.