Understanding The Impact Of ‘Hard’ And ‘Soft’ Elements Of TQM In South-East European Firms

annif.suggestionsleadership (activity)|enterprises|quality management (leadership)|quality|self-evaluation|quality management|organisations (systems)|quality awards|success|business|enen
annif.suggestions.linkshttp://www.yso.fi/onto/yso/p554|http://www.yso.fi/onto/yso/p3128|http://www.yso.fi/onto/yso/p9748|http://www.yso.fi/onto/yso/p5029|http://www.yso.fi/onto/yso/p6253|http://www.yso.fi/onto/yso/p9907|http://www.yso.fi/onto/yso/p272|http://www.yso.fi/onto/yso/p17113|http://www.yso.fi/onto/yso/p2418|http://www.yso.fi/onto/yso/p2439en
dc.contributor.authorImeri, Shpend
dc.contributor.authorKekäle, Tauno
dc.contributor.authorTakala, Josu
dc.contributor.authorLiu, Yang
dc.contributor.organizationfi=Vaasan yliopisto|en=University of Vaasa|
dc.date.accessioned2020-10-21T10:20:01Z
dc.date.accessioned2025-06-25T12:49:21Z
dc.date.available2020-10-21T10:20:01Z
dc.date.issued2014-09
dc.description.abstractThe study emphasizes on the understanding of the impact of ‘hard’ and ‘soft’ elements of TQM in South-Eastern European (SEE) firms in Albania, Bulgaria, Bosnia-Herzegovina, Greece, Macedonia, Montenegr, Serbia and Romania. Thus, 350 questionnaires were collected out of 1000. From different industry sectors in order to have reliable statistical measurements of the ‘hard’ and ‘soft’ side of TQM. Hence, this study adopts an exploratory rather than a confirmatory research approach. This approach seeks not only to investigate firms’ awareness and perception to TQM but also explores to what extent are firms’ familiar with TQM tools techniques, and systems as well as TQM philosophies and principles. Therefore, it can be noted TQM is this SEE firms is neither resisted nor directly accepted, rather they tend to see it from a technical aspect, being familiar and understanding only the essential of its ‘hard’ elements and less the ‘soft’ elements.-
dc.description.notification© Authors-
dc.description.reviewstatusfi=vertaisarvioitu|en=peerReviewed|-
dc.format.bitstreamtrue
dc.format.contentfi=kokoteksti|en=fulltext|-
dc.format.extent5-
dc.format.pagerange9-13-
dc.identifier.olddbid12767
dc.identifier.oldhandle10024/11487
dc.identifier.urihttps://osuva.uwasa.fi/handle/11111/980
dc.identifier.urnURN:NBN:fi-fe2020102185857-
dc.language.isoeng-
dc.publisherDe Gruyter-
dc.publisherPolish Association for Production Management-
dc.publisherProduction Engineering Committee-
dc.relation.doi10.2478/mper-2014-0022-
dc.relation.ispartofjournalManagement and Production Engineering Review-
dc.relation.issn2082-1344-
dc.relation.issn2080-8208-
dc.relation.issue3-
dc.relation.urlhttps://doi.org/10.2478/mper-2014-0022-
dc.relation.volume5-
dc.rightsCC BY 4.0-
dc.source.identifierhttps://osuva.uwasa.fi/handle/10024/11487
dc.subjectTQM-
dc.subject‘Hard’ elements-
dc.subject‘Soft’ elements-
dc.subjectSouth-Eastern Europe-
dc.subject.disciplinefi=Tuotantotalous|en=Industrial Management|-
dc.titleUnderstanding The Impact Of ‘Hard’ And ‘Soft’ Elements Of TQM In South-East European Firms-
dc.type.okmfi=A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä|en=A1 Peer-reviewed original journal article|sv=A1 Originalartikel i en vetenskaplig tidskrift|-
dc.type.publicationarticle-
dc.type.versionpublishedVersion-

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