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Total quality management, institutional isomorphism and performance: the case of financial services

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  • F.J. Lloréns Montes
  • A.J. Verdú Jover

Abstract

This article concentrates on the relationship between the number of years that the firms have been implementing total quality management and the impact its practice can have on performance. The literature provides studies revealing that the last firms to introduce total quality management fail partly due to the fact that they imitate the implementation strategy used. Based on a sample of 77 Spanish financial companies, this paper provides evidence of the concept of institutionalisation as a process by which different management practices are generalised. The conclusion reached is that the process differs depending on the moment in which the total quality management system is introduced.

Suggested Citation

  • F.J. Lloréns Montes & A.J. Verdú Jover, 2004. "Total quality management, institutional isomorphism and performance: the case of financial services," The Service Industries Journal, Taylor & Francis Journals, vol. 24(5), pages 103-119, September.
    • Handle: RePEc:taf:servic:v:24:y:2004:i:5:p:103-119
    DOI: 10.1080/0264206042000276865
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    Cited by:

    1. Ilias Said & Abdelnaser Omran & Zulnaidi Yaacob & Zakaria Abas, 2009. "The Relationship Between Quality Management, Strategic Control Systems and Financial Performance of Malaysia Local Government," Annals - Economic and Administrative Series -, Faculty of Business and Administration, University of Bucharest, vol. 3(1), pages 23-40, December.
    2. Abdul Aziz & Gobind M. Herani & Asim Nasar, 2012. "Ameliorating Financial Performance through Implementing Total Quality Management Practices: A Study of Pakistani Banks," KASBIT Business Journals (KBJ), Khadim Ali Shah Bukhari Institute of Technology (KASBIT), vol. 5, pages 1-9, December.

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