THE IMPACT OF QUALITY MANAGEMENT ON THE PROJECT PERFORMANCES OF SMEs: A CASE STUDY IN TRIPOLI - LIBYA

Yıl 2021, Cilt: 26 Sayı: 4, 391 - 411, 31.10.2021

Amir T S Al Idrısı , Hatice Şehime Özütler

Öz

Total quality management (TQM) processes constitute a basis for an organization's operational, financial, and innovational performances. Besides, an integral to organizational performance, the success and the yield performance of projects are as crucial as having success in project management processes. In terms of operational, financial, and innovational performances, an institution’s organizational performance depends on the efficiency of the quality management and its implementation process. Consequently, TQM, which is interiorized to the corporate culture of the institutionalized organizations through the efficiency they have in their management and implementation processes, may have discountinuous impacts for SME performances. Within this context, the study aims to explore the efficacy of TQM for the organizational project performances of SMEs in Tripoli-Libya. According to the data collected by a questionnaire with close-ended questions, TQM has a positive impact on organizational performance, and there is a statistically significant relationship between TQM and operational, financial, innovational performances.

Anahtar Kelimeler

TQM, Quality Systems, Project Performance

KALİTE YÖNETİM SİSTEMLERİNİN KOBİ PROJE PERFORMANSINA ETKİSİ ÜZERİNE AMPİRİK BİR İNCELEME: TRABLUS- LİBYA ÖRNEĞİ

Öz

Toplam kalite yönetimi ve uygulama süreçleri, bir organizasyonun operasyonel, finansal ve inovasyonel performansı için temel oluşturur. Ayrıca organizasyonel performansın ayrılmaz bütünü olan sürekli kalite gelişimi için başarılı proje yönetim süreci kadar proje başarısı, yani performans getirileri de önemlidir. Operasyonel, finansal ve inovasyonel açıdan kurumların organizasyonal performansı, kalite yönetimi ve uygulama süreçlerinin etkinliğine bağlıdır. Dolayısıyla, toplam kalite yönetimi (TKY); etkin uygulama ve yönetim süreçlerine sahip kurumsallaşmış organizasyonlarda, kurumsal kültürün bir parçası olarak içselleştirilirken, KOBİ performansı üzerindeki etkileri süreğen olmayabilir. Bu nedenle çalışma, Trablus-Libya merkezli KOBİ’ler için kalite yönetim süreçlerinin organizasyonel proje performansı üzerindeki etkinliğini incelemeyi amaçlamaktadır. Trablus-Libya merkezli KOBİ’lerden kapalı-uçlu anket sorularıyla elde edilen verilere göre toplam kalite yönetimi ile KOBİ’lerin operasyonel, finansal ve inovasyonel performansları arasında anlamlı bir ilişki bulunmakta ve toplam kalite yönetimi organizayonel performansı olumlu etkilemektedir.

Anahtar Kelimeler

TQM, QUALITY SYSTEMS, PROJECT PERFORMANCE

Kaynakça

• 1- Aias, Zarina; Zawawi, E.M.A.; Yusof, Khalid, and Aris, NM. (2014). “Determining Critical Success Factors Of Project Management Practice: A Conceptual Framework”, Procedia-Social and Behavioral Sciences, 153 (2014), 61-69.
• 2- Albert, Matthias; Balve, Patrick and Spang, Konrad. (2017). “Evaluation Of Project Success: A Structured Literature Review”, International Journal of Managing Projects in Business, Vol. 10 (4), 796-821.
• 3- Al-Qahtani, N. D., Alshehri, S. S. A., & Aziz, A. A. (2015). “The Impact Of Total Quality Management On Organizational Performance”, European Journal of Business and Management, 7(36), 119-127.
• 4- Ameen, Al-Basheer, Shawaqfeh, N. George; Mathani, A. Belal; Al-Jabari, Muhammed. (2015). “The Impact Of Total Quality Management On Financial Performance: A Field Study In The Jordan Islamic Bank”, International Journal of Business and Social Science, 6(11), 65-82.
• 5- Anderson, John; Rungtusanatham, Manus and Schroeder, Roger. (1994). “A Theory of Quality Management Underlying the Deming Management Method”, The Academy of Management Review, Vol. 19 (3), Special Issue: "Total Quality", 472-509.
• 6- Atkinson, Roger. (1999). “Project Management: Cost, Time And Quality, Two Best Guesses And A Phenomenon, Its Time To Accept Other Success Criteria”, International Journal of Project Management, Vol. 17 (6), 337-342.
• 7- Barnes, Martin. (1990). “The Fundamentals of Project Management”, 3-11 (in) Reschke H., Schelle H. (eds) Dimensions of Project Management. Springer, Berlin, Heidelberg.
• 8- Beckford, John. (2002). Quality. Routledge.
• 9- Buntak, K., Adelsberger, Z., & Nad, I. (2012). “Impact of Product Quality in the Business of the Organization”, International Journal for Quality Research, Vol. 6, No. 3: 271-282.
• 10- Cooke-Davies, Terry. (2002). “The ‘‘Real’’ Success Factors On Projects”, International Journal of Project Management, 20 (2002) 185–190.
• 11- Crosby, P. B. (1979). Quality İs Free: The Art Of Making Quality Certain, McGraw-hill, New York.
• 12- Crosby, F. (1984). “The Denial Of Personal Discrimination”, American Behavioral Scientist, 27(3), 371-386.
• 13- Crosby, Philip. (1979). “Quality is Free-if you understand it”, Phillip Crosby Associates II, Inc. Journal.
• 14- Crosby, Philip. (1982). “The Management of Quality”, Research Management, Vol. 25 (4), 10-12.
• 15- Da Silva, Adilson Aderito & Ferreira, Fernando Coelho Martins. (2017). “Uncertainty, Flexibility And Operational Performance Of Companies: Modeling From The Perspective Of Managers”, Revista de Administração Mackenzie, 18(4), 11-38.
• 16- Deming, Edwards. (1991). Quality, Productivity, and Competitive Position. Quality Enhancement Seminar (retrieved from) http://gpsinc.us/files/Deming.pdf, April 2021.
• 17- Dhounchak, D., & Biban, L. K. (2017).“Total Quality Management And Its Applications”, International Journal of Scientific Research in Mechanical and Materials Engineering, 1(1), 15-17.
• 18- Elfargani, S.Y. (2018). Total Quality Management in Libya Manufacturing SMEs Performance in Developing Country Mabrouka, 1469-1474.
• 19- Etikan, I., & Bala, K. (2017). Sampling and sampling methods. Biometrics & Biostatistics International Journal, 5(6), 00149, 215-217. 20- García-Alcaraz, J. L., Montalvo, F. J. F., Sánchez-Ramírez, C., Avelar-Sosa, L., Saucedo, J. A. M., & Alor-Hernández, G. (2019). Importance of organizational structure for TQM success and customer satisfaction. Wireless Networks, 1-14.
• 21- Gima-Atuahene, Kwaku and Y. Murray, Janet. (2007). “Exploratory and Exploitative Learning in New Product Development: A Social Capital Perspective on New Technology Ventures in China”, Journal of International Marketing, Vol. 15 (2), 1-29.
• 22- Hackman, J. Richard and Wageman, Ruth. (1995). “Total Quality Management: Empirical, Conceptual, and Practical Issues”, Administrative Science Quarterly, Vol. 40 (2), 309-342.
• 23- Hamel, Garry. (2006). “The Why, What, And How Of Management Innovation”, Harvard Business Review, 84(2), 72-84.
• 24- Harari, O. (1993). “Ten Reasons Why TQM Doesn't Work”, Management Review, 82(1), 33.
• 25- Harter, Rachel. (2008). “Random Sampling”, 682-684, (Ed.) Lavrakas, J. Paul. (in) Encyclopedia of Survey Research Methods. Sage Publications.
• 26- Imai, Masaaki. (2019). Kaizen Japonya'nın Rekabetteki Başarısının Anahtarı, Kalder Yayınları.
• 27- Jong, Cherng-Yee; Adriel K. S. Sim; Yew, Lew Tek (2019): The relationship between TQM and project performance: Empirical evidence from Malaysian construction industry, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 6, pp. 1-31, http://dx.doi.org/10.1080/23311975.2019.1568655.
• 28- Juran, Joseph. (1986). “The Quality Trilogy”, Quality Process, Juran Institute, 19-24.
• 29- Juran, Joseph, and Godfray, Blanton. (1998). Juran’s Quality Handbook. 5th Ed., McGraw-Hill.
• 30- Lindlof, T. R., & Taylor, B. C. (2017). Qualitative Communication Research Methods. Sage Publications.
• 31- Liu, Y. (2018). Scrum In Construction Industry To Improve Project Performance In Design Phase, Harrisburg University of Science and Technology, (retrieved from) http://digitalcommons.harrisburgu.edu/pmgt_dandt/31, April 2021.
• 32- Mansor, M., & Kurt, A. Impact of Statistical Measures of Quality on Business Projects Performance “A Study in Istanbul-Turkey”, 1252- 1264.
• 33- María José Fernández Díaz, Jesús Miguel Rodríguez Mantilla &Mónica Fontana Abad. (2016). “Impact of implementation of quality management systems on internal communications and external relations at schools”, Total Quality Management & Business Excellence, Vol. 27, Issue 1-2: 97-110.
• 34- Neely, Andy; Mills, John; Plets, Ken and Bourne, Mike. (1997). “Designing Performance Measures: A Structured Approach”, International Journal of Operations & Production Management, Vol. 17 (11), 1131-1152.
• 35- Olken, Frank& Doron, Rotem (1986). “Simple Random Sampling from Relational Databases”, 12th International Conference on Very Large Databases, Kyoto, Japan.
• 36- Peres, Renana; Muller, Eitan and Mahajan, Vijay. (2010). “Innovation Diffusion And New Product Growth Models: A Critical Review And Research Directions”, International Journal of Research in Marketing, 27 (2), 91-106.
• 37- Petersen, B. Peter. (1999). “Total Quality Management and The Deming Approach to Quality Management”, Journal of Management History, Vol. 5 (8), 468-488.
• 38- Pollack, Julien; Helm, Jane and Adler, Daniel. (2018). “What İs The Iron Triangle, And How Has İt Changed?”, International Journal of Managing Projects in Business, 11(2), 527-547.
• 39- Prajogo, D. I., & Brown, A. (2004). “The Relationship Between TQM Practices And Quality Performance And The Role Of Formal TQM Programs: An Australian Empirical Study”, Quality Management Journal, 11(4), 31-42.
• 40- Prajogo, Daniel and Sohal, S. Amrik. (2003). “The Relationship Between TQM Practices, Quality Performance, And Innovation Performance: An Empirical Examination”, International Journal of Quality & Reliability Management, Vol. 20 (8), 901-918.
• 41- Schumpeter, Joseph. (2003). Capitalism, Socialism, and Democracy, (eReader Format) Routledge-London&New York.
• 42- Schumpeter, Joseph. (1961). The Theory of Economic Development, Oxford University Press, 4th Ed., New York.
• 43- Senge, P. M. (1990). The Fifth Discipline. Doubleday, New York (cited in) Slater, F. Stanley and Narver, C. John. (1998). “Customer-Led And Market-Led: Let’s Not Confuse The Two”, Strategic Management Journal, Vol. 19 (10), 10036.
• 44- Slater, F. Stanley and Narver, C. John. (1998). “Customer-Led And Market-Led: Let’s Not Confuse The Two”, Strategic Management Journal, Vol. 19 (10), 1001-1006.
• 45- Subedi, Deepak; Tate, Uday; Maheshwari, Suneel. (2009). “TQM In Small And Medium Scale Manufacturers: Development Of Measurement Instruments”, Dias Technology Review, Vol. 5 (2), 8-13.
• 46- Wahjudi, Didik; Singgih; L. Moses and Suwignjo, Patdono. (2012). “Impact Of Quality Management Practices On Business Performance: A Research Model Development”, International Conference on IML, 289-294.