Quality Management Practices in Manufacturing and Service Corporations: How are they Different?
This study examines the relative perceptions of manufacturing and service quality executives about the use and benefits of quality management programs. In particular, survey responses from 358 of the largest U.S. manufacturing and service corporations were used to assess the impact of quality program practices, training, support, and results. This exploratory research suggests that quality management systems have been more thoroughly developed by manufacturing firms relative to service companies. Many quality management practices have resulted in greater perceived competitive results in the manufacturing environment. The greater success of those quality practices in manufacturing firms may be related to the increased training in these programs and higher levels of management and employee support. The greater success of some quality management practices may also provide important insights to manufacturing and service organizations on gaining competitive advantage, especially in terms of customer relationships.
Volume (Year): 14 (1999)
Issue (Month): 1 ()
|Contact details of provider:|| Web page: http://www.emeraldinsight.com|
|Order Information:|| Postal: Emerald Group Publishing, Howard House, Wagon Lane, Bingley, BD16 1WA, UK|
Web: http://www.emeraldinsight.com/abs.htm Email:
When requesting a correction, please mention this item's handle: RePEc:eme:ajbpps:v:14:y:1999:i:1:p:33-40. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Katie Frudd)
If references are entirely missing, you can add them using this form.