| 1. |
- Dahlgaard, Jens J., et al.
(author)
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Quality Definitions
- 2015
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In: The Sage Encyclopedia of Quality and the Service Economy. - 9781452256726 ; 2, s. 531-538
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Book chapter (other academic/artistic)
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| 2. |
- Dahlgaard-Park, Su Mi, et al.
(author)
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Evolution of The Quality Movement
- 2015
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In: The Sage Encyclopedia of Quality and the Service Economy. - 9781452256726 ; 2, s. 610-615
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Book chapter (other academic/artistic)
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| 3. |
- Dahlgaard-Park, Su Mi, et al.
(author)
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Excellence Characteristics
- 2015
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In: The Sage Encyclopedia of Quality and the Service Economy. - 9781452256726 ; 1, s. 214-218
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Book chapter (other academic/artistic)
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| 4. |
- Dahlgaard-Park, Su Mi, et al.
(author)
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Introduction
- 2015
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In: The SAGE Encyclopedia of Quality and the Service Economy. - 9781452256726 ; 1
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Book chapter (other academic/artistic)
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| 5. |
- Dahlgaard-Park, Su Mi, et al.
(author)
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Total Quality Management
- 2015
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In: The Sage Encyclopedia of Quality and the Service Economy. - 9781452256726 ; 2, s. 808-812
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Book chapter (other academic/artistic)
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| 6. |
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Best Papers from QMOD 2015
- 2016
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In: Total Quality Management and Business Excellence. - 1478-3363. ; 27:7-8, s. 836-978
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Other publication (peer-reviewed)
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| 7. |
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| 9. |
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| 11. |
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| 14. |
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| 15. |
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| 16. |
- Cho, Insu, et al.
(author)
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The impacts of organisational justice and psychological resilience on employee commitment to change in an M&A context
- 2017
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In: Total Quality Management and Business Excellence. - : Informa UK Limited. - 1478-3363 .- 1478-3371. ; 28:9-10, s. 989-1002
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Journal article (peer-reviewed)abstract
- Many firms have carried out organisational change, such as mergers and acquisitions, to adapt to the rapidly changing business environment. During such changes, it is crucial for firms to provide an environment that will enhance employees’ psychological stability and commitment to change. Therefore, this study explores factors that increase employee commitment to change during mergers and acquisitions and identifies the process that forms commitment to change. To achieve the research goals, the study uses conservation of resources theory to extract factors that may influence employees’ commitment to change: three types of organisational justice are extracted as an organisational resource and psychological resilience (PR) is extracted as an individual resource. The study also applies psychological contract theory to extract mediators that link resources and employee commitment to change during the merger and acquisition process. The study empirically examines the research model using a structural equation model, based on 222 respondents who experienced mergers and acquisitions in South Korea. The three types of organisational justice and PR have positive relationships with affective commitment to change through the relational contract. Interactional justice, one type of organisational justice, and PR have negative relationships with continuance commitment to change through the transactional contract. This study may call human resource managers’ attention to the importance of employees’ psychological stability and may suggest possible ways to increase employees’ affective commitment to change in situations where there are frequent changes, such as mergers and acquisitions.
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| 17. |
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| 18. |
- Dahlgaard, Jens Jörn, et al.
(author)
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Evolution and future of total quality management : management control and organisational learning
- 2019
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In: Total Quality Management and Business Excellence. - : Informa UK Limited. - 1478-3363 .- 1478-3371. ; 30:sup1, s. 1-16
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Journal article (peer-reviewed)abstract
- The competitive position achieved by the Japanese and Western industries during the 1970s to mid-1990s, and 1980s to mid-1990s, respectively, derived from understanding, implementing, and developing Total Quality Management (TQM) as a comprehensive management philosophy. Several research and/or company studies provided evidence of this development and its impact on leading companies’ efficiency and effectiveness. Despite that, research on TQM seemed on the surface, after a boom from about 1990–1995, to have declined. However, one recent detailed study from 2013 concluded that TQM is now at a more mature stage where focuses have shifted from being initially on TQM to the methods, tools, techniques and core values which are needed to implement TQM and to build a quality and BE (Business Excellence) culture. This study is an extension of the 2013 study, where we extend the previous study on TQM publications to 2017, and further analyse more detailed not only which methods, tools and techniques are used, but also at what organisational level they are used–strategical, tactical or the operational level. We collect data on research about TQM and its methods, tools and techniques, and we analyse further the shift of focus from TQM as a comprehensive management theory/ philosophy to a focus on the TQM methods, tools and techniques to be used at various management levels of a company. We use two of management’s basic functions–management control (MC) and organisational learning (OL)–to unveil the challenges faced by TQM and to help converting these challenges into new research opportunities to be jointly addressed by companies and research communities such as the Quality Management and Organisational Development (QMOD) Research Community. In light of the findings in this research, it became clear that MC and OL are two sides of the same coin. MC can never be effectively implemented without OL, and OL needs to be supported by a comprehensive MC system.
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| 19. |
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| 20. |
- Dahlgaard-Park, Su Mi, et al.
(author)
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Editorial
- 2015
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In: Total Quality Management & Business Excellence. - : Informa UK Limited. - 1478-3363 .- 1478-3371. ; 26:9-10, s. 933-937
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Journal article (other academic/artistic)
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| 21. |
- Dahlgaard-Park, Su Mi, et al.
(author)
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Editorial
- 2017
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In: Total Quality Management and Business Excellence. - : Informa UK Limited. - 1478-3363 .- 1478-3371. ; 28:9-10, s. 931-933
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Journal article (peer-reviewed)
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| 22. |
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| 25. |
- Maletič, Matjaž, et al.
(author)
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Do corporate sustainability practices enhance organizational economic performance?
- 2015
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In: International Journal of Quality and Service Sciences. - 1756-669X. ; 7:2-3, s. 184-200
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Journal article (peer-reviewed)abstract
- Purpose – The purpose of this study is to clarify the relation between sustainability practices and financial and market performance, and also, the role of non-financial performance outputs in this relation. Corporate sustainability is a growing area of importance for organizational development. Managing sustainability practices successfully is an imperative in achieving competitive advantage. Design/methodology/approach – Using empirical data based on a large-scale survey among organizations in five countries (i.e. Germany, Poland, Serbia, Slovenia and Spain), this paper utilized mediation analysis to estimate and test the mediated effects in a multiple mediator model. As such, the sizes of indirect effects of sustainability practices on financial and market performance through potential mediators were estimated. Findings – The results showed that innovation performance exerts a mediation effect in the relation between sustainability practices and financial and market performance. The main conclusion is that a greater engagement in sustainability practices leads to an increased innovation performance, which in turn leads to financial and market performance. Originality/value – This paper is one of the first attempts to empirically validate sustainability exploitation and sustainability exploration practices. Besides, the analysis of the direct and indirect effects of sustainability exploration and sustainability exploitation practices on financial and market performance has not been yet addressed to a great extent.
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