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Soft TQM, hard TQM, and organisational performance relationships: an empirical investigation

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  • Rahman, Shams-ur
  • Bullock, Philip

Abstract

TQM literature suggests that hard TQM has a profound impact on organisational performance. However, most empirical studies have examined the impact of each dimension of TQM on performance separately. We argue that it is more appropriate to investigate the direct impact of soft TQM on the diffusion of hard TQM, and then assess the direct impact of hard TQM on performance. Analysis of 261 Australian manufacturing companies revealed significant positive relationships between soft TQM and hard TQM elements. In addition to direct affects, soft TQM also has an indirect affect on performance through its effect on hard TQM.

Suggested Citation

  • Rahman, Shams-ur & Bullock, Philip, 2005. "Soft TQM, hard TQM, and organisational performance relationships: an empirical investigation," Omega, Elsevier, vol. 33(1), pages 73-83, February.
    • Handle: RePEc:eee:jomega:v:33:y:2005:i:1:p:73-83
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    References listed on IDEAS

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    1. Thomas C. Powell, 1995. "Total quality management as competitive advantage: A review and empirical study," Strategic Management Journal, Wiley Blackwell, vol. 16(1), pages 15-37.
    2. Henry Ergas & Mark Wright, 1994. "Internationalisation, Firm Conduct and Productivity," RBA Annual Conference Volume (Discontinued), in: Philip Lowe & Jacqueline Dwyer (ed.),International Intergration of the Australian Economy, Reserve Bank of Australia.
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