Rephrase the following supply chain thesis with synonyms.. According to Talib et al. (2011), total quality management (TQM) has been widely accepted as the management process that helps organizations within different sectors to deal with the rapid changes in business environment. Escrig-Tena (2004) recognized that TQM is an globally advanced approach to achieve better levels of quality products and services which, in turn, results in better organizational performance. However, reviewing recent TQM literature highlights two problematic issues regarding the relationship between TQM practices implementation and organizational performance: First, the differences between manufacturing and service organizations with respect to the effect of quality management practices on business performance (Rönnbäck and Witell, 2008). Yasin et al. (2004) and Gupta et al. (2005) noted that implementing TQM practices in service industries is not always as successful as they are in manufacturing organizations. In this regard, Psomas et al. (2017) highlighted the lack of TQM studies in the services sector compared to the manufacturing context. That is, the majority of the empirical studies that examined the TQM–performance relationship have been focused on the manufacturing sector (Demirbag et al., 2006; Joiner, 2007; Abusa and Gibson, 2013) or a combination of manufacturing and service firms (Gustafsson et al., 2003), while a few studies (Brah et al., 2000; Hasan and Kerr, 2003; Singh and Sushil, 2013) have examined this relation in the context of service organizations. Businesses face major challenges in adjusting to the changing competitive business climate in the age of economic liberalisation (Soliman, 2013; Enquist et al., 2015). The significance of implementing various quality assurance strategies to improve business performance is emphasised by these challenges (Arumugam et al., 2009). In the last few years, the value of performance has been increased amongst organisations around the world to remain in the competitive environment. At present, value, as a final goal, is not an option but a necessary policy to please consumers and improve company performance. Organisations have begun searching for best practices and approaches to achieve excellence and a starting point and success as well as the final destination for this reason. Amongst these strategies and practices is total quality management (TQM), which many researchers consider a prerequisite philosophy for achieving the desired goals of enhancing the quality of the products and services that make customers happy (Douglas and Judge, 2001). Many studies focus on TQM’s important role in improving organisational performance (Abdullah and Tari, 2012; Chopra and Mendl, 2013; Thai and Jie, 2018). They discuss the role of TQM and its dimension, such as leadership, strategic planning, human resource management (HRM), customer focus, continuous improvement, benchmarking and information and analysis, in addition to help organisations achieve their goals and improve their performance. However, many questions are asked about the relationship between TQM and organisational excellence relationship, and how they can affect and complement each other to maximise efficiency and performance. An organization whether in public or private sectors seeks to achieve the highest level of performance and excellence. Organisational excellence has several core values, that is, focus on results and customer satisfaction, leadership and specific goals, process and fact management, employee development and involvement, learning, innovation, creativity and social responsibility (Goetsch and Davis, 2014; Houshi and Taleghani, 2016). Organisational excellence is the creation and execution of strategies for achieving operational performance in accordance with an organisation and its environment, maintaining the process of executing these plans and reviewing them according to total quality control approaches, continuous improvement and organisational learning (Perkmann et al., 2011; Goetsch and Davis, 2014; Houshi and Taleghani, 2016).
Rephrase the following supply chain thesis with synonyms..
According to Talib et al. (2011), total
accepted as the management process that helps organizations within different sectors to
deal with the rapid changes in business environment. Escrig-Tena (2004) recognized that
TQM is an globally advanced approach to achieve better levels of quality products
and services which, in turn, results in better organizational performance.
However, reviewing recent TQM literature highlights two problematic issues regarding
the relationship between TQM practices implementation and organizational performance:
First, the differences between manufacturing and service organizations with respect to the
effect of quality management practices on business performance (Rönnbäck and Witell,
2008). Yasin et al. (2004) and Gupta et al. (2005) noted that implementing TQM practices in
service industries is not always as successful as they are in manufacturing organizations. In
this regard, Psomas et al. (2017) highlighted the lack of TQM studies in the services sector
compared to the manufacturing context. That is, the majority of the empirical studies that
examined the TQM–performance relationship have been focused on the manufacturing
sector (Demirbag et al., 2006; Joiner, 2007; Abusa and Gibson, 2013) or a combination of
manufacturing and service firms (Gustafsson et al., 2003), while a few studies (Brah et al.,
2000; Hasan and Kerr, 2003; Singh and Sushil, 2013) have examined this relation in the
context of service organizations.
Businesses face major challenges in adjusting to the changing competitive business climate
in the age of economic liberalisation (Soliman, 2013; Enquist et al., 2015). The significance of
implementing various quality assurance strategies to improve business performance is
emphasised by these challenges (Arumugam et al., 2009).
In the last few years, the value of performance has been increased amongst organisations
around the world to remain in the competitive environment. At present, value, as a final goal, is
not an option but a necessary policy to please consumers and improve company performance.
Organisations have begun searching for best practices and approaches to achieve excellence
and a starting point and success as well as the final destination for this reason. Amongst these
strategies and practices is total quality management (TQM), which many researchers consider
a prerequisite philosophy for achieving the desired goals of enhancing the quality of the
products and services that make customers happy (Douglas and Judge, 2001).
Many studies focus on TQM’s important role in improving organisational performance
(Abdullah and Tari, 2012; Chopra and Mendl, 2013; Thai and Jie, 2018). They discuss the role
of TQM and its dimension, such as leadership, strategic planning, human resource
management (HRM), customer focus, continuous improvement, benchmarking and
information and analysis, in addition to help organisations achieve their goals and
improve their performance. However, many questions are asked about the relationship
between TQM and organisational excellence relationship, and how they can affect and
complement each other to maximise efficiency and performance.
An organization whether in public or private sectors seeks to achieve the highest level of
performance and excellence. Organisational excellence has several core values, that is, focus
on results and customer satisfaction, leadership and specific goals, process and fact
management, employee development and involvement, learning, innovation, creativity and
social responsibility (Goetsch and Davis, 2014; Houshi and Taleghani, 2016). Organisational
excellence is the creation and execution of strategies for achieving operational performance in
accordance with an organisation and its environment, maintaining the process of executing
these plans and reviewing them according to total quality control approaches, continuous
improvement and organisational learning (Perkmann et al., 2011; Goetsch and Davis, 2014;
Houshi and Taleghani, 2016).
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