The moderating influence of product orientation on coordination mechanisms in total quality management

Abstract

PurposeThe purpose of this paper is to verify whether product orientation (make‐to‐order versus make‐to‐stock) affects how coordination mechanisms combine to influence quality performance in total quality management (TQM).Design/methodology/approachThe authors used survey response data from a large sample of single industry respondents (auto supplier industry) to test the research model.FindingsThe study found support for the idea that organizational and inter‐organizational coordination mechanisms influence product and process quality performance. Moreover, significance of many of these linkages varied according to whether the product orientation was make‐to‐order or make‐to‐stock. The study is one of the first to suggest that the influence of select coordination factors on performance can vary according to product orientation.Research limitations/implicationsThe study suggests that plant managers may pursue different approaches to implement select coordination factors (not all) according to whether their product focus is make‐to‐stock or make‐to‐order.Practical implicationsThe research isolates those select coordination mechanisms which have significantly different performance effects in one product orientation environment (make‐to‐order) versus another (make‐to‐stock). Managers interested in TQM implementation can gain insights into those select coordination mechanisms identified in this study that could positively enhance product quality and process quality performance.Originality/valueTo the knowledge of the authors, this is the first study that has examined the contextual influence of product orientation on the relationships between select coordination mechanisms in TQM implementation and their impact on process and product quality.