- -

An ANP-Balanced Scorecard Methodology to Quantify the Impact of TQM Elements on Organisational Strategic Sustainable Development: Application to an Oil Firm Sustainability

RiuNet: Institutional repository of the Polithecnic University of Valencia

Share/Send to

Cited by

Statistics

An ANP-Balanced Scorecard Methodology to Quantify the Impact of TQM Elements on Organisational Strategic Sustainable Development: Application to an Oil Firm Sustainability

Show simple item record

Files in this item

dc.contributor.author Andrade Arteaga, Carla es_ES
dc.contributor.author Rodríguez Rodríguez, Raúl es_ES
dc.contributor.author Alfaro Saiz, Juan José es_ES
dc.contributor.author Verdecho Sáez, María José es_ES
dc.date.accessioned 2021-09-15T03:30:56Z
dc.date.available 2021-09-15T03:30:56Z
dc.date.issued 2020-08 es_ES
dc.identifier.uri http://hdl.handle.net/10251/172520
dc.description.abstract [EN] This paper presents a methodology for quantifying the impact of Total Quality Management TQM elements on organisational strategic sustainable development, integrating within it the well-known strategic management tool of Balanced Scorecard to represent the strategic part of the organisations, and the multi-criteria technique Analytic Network Process (ANP) to identify and quantify the mentioned impact. Additionally, the application of TQM generates directly some organisational improvements¿or outputs¿which help model a decisional ANP network constituted by all three building blocks¿TQM elements, strategic objectives and outputs¿and their interrelationships. The application of the methodology to an oil firm carried out by an expert group o ered, from a decision-making point of view, meaningful results that were developed following three di erent analyses: Global analysis, which identified the global weight of each variable; Analysis of Influences, which established sound cause¿e ect relationships between the variables to identify the elements¿TQM and outputs¿that are more important to achieve the strategic objectives; and the Integrated analysis, which pointed out which TQM elements should be fostered in order to achieve the most important sustainable strategic objectives. Finally, it is suggested to apply the methodology to other types of size and sector activity organisations, as well as to use other techniques that introduce fuzzy elements. es_ES
dc.language Inglés es_ES
dc.publisher MDPI AG es_ES
dc.relation.ispartof Sustainability es_ES
dc.rights Reconocimiento (by) es_ES
dc.subject Sustainability es_ES
dc.subject TQM es_ES
dc.subject Analytic network process es_ES
dc.subject Balanced scorecard es_ES
dc.subject.classification ORGANIZACION DE EMPRESAS es_ES
dc.title An ANP-Balanced Scorecard Methodology to Quantify the Impact of TQM Elements on Organisational Strategic Sustainable Development: Application to an Oil Firm Sustainability es_ES
dc.type Artículo es_ES
dc.identifier.doi 10.3390/su12156207 es_ES
dc.rights.accessRights Abierto es_ES
dc.contributor.affiliation Universitat Politècnica de València. Departamento de Organización de Empresas - Departament d'Organització d'Empreses es_ES
dc.description.bibliographicCitation Andrade Arteaga, C.; Rodríguez Rodríguez, R.; Alfaro Saiz, JJ.; Verdecho Sáez, MJ. (2020). An ANP-Balanced Scorecard Methodology to Quantify the Impact of TQM Elements on Organisational Strategic Sustainable Development: Application to an Oil Firm Sustainability. Sustainability. 12(15):1-19. https://doi.org/10.3390/su12156207 es_ES
dc.description.accrualMethod S es_ES
dc.relation.publisherversion https://doi.org/10.3390/su12156207 es_ES
dc.description.upvformatpinicio 1 es_ES
dc.description.upvformatpfin 19 es_ES
dc.type.version info:eu-repo/semantics/publishedVersion es_ES
dc.description.volume 12 es_ES
dc.description.issue 15 es_ES
dc.identifier.eissn 2071-1050 es_ES
dc.relation.pasarela S\417186 es_ES
dc.description.references Hardie, N. (1998). The Effects of Quality on Business Performance. Quality Management Journal, 5(3), 65-83. doi:10.1080/10686967.1997.11918816 es_ES
dc.description.references Lee, C.-L., & Yang, H.-J. (2011). Organization structure, competition and performance measurement systems and their joint effects on performance. Management Accounting Research, 22(2), 84-104. doi:10.1016/j.mar.2010.10.003 es_ES
dc.description.references Powell, T. C. (1995). Total quality management as competitive advantage: A review and empirical study. Strategic Management Journal, 16(1), 15-37. doi:10.1002/smj.4250160105 es_ES
dc.description.references Westphal, J. D., Gulati, R., & Shortell, S. M. (1996). THE INSTITUTIONALIZATION OF TOTAL QUALITY MANAGEMENT: THE EMERGENCE OF NORMATIVE TQM ADOPTION AND THE CONSEQUENCES FOR ORGANIZATIONAL LEGITIMACY AND PERFORMANCE. Academy of Management Proceedings, 1996(1), 249-253. doi:10.5465/ambpp.1996.4980558 es_ES
dc.description.references Choi, T. Y., & Eboch, K. (1998). The TQM Paradox: Relations among TQM practices, plant performance, and customer satisfaction. Journal of Operations Management, 17(1), 59-75. doi:10.1016/s0272-6963(98)00031-x es_ES
dc.description.references Brah, S. A., Tee, S. S. L., & Madhu Rao, B. (2002). Relationship between TQM and performance of Singapore companies. International Journal of Quality & Reliability Management, 19(4), 356-379. doi:10.1108/02656710210421553 es_ES
dc.description.references Zakuan, N. M., Yusof, S. M., Laosirihongthong, T., & Shaharoun, A. M. (2010). Proposed relationship of TQM and organisational performance using structured equation modelling. Total Quality Management & Business Excellence, 21(2), 185-203. doi:10.1080/14783360903550020 es_ES
dc.description.references Corredor, P., & Goñi, S. (2011). TQM and performance: Is the relationship so obvious? Journal of Business Research, 64(8), 830-838. doi:10.1016/j.jbusres.2010.10.002 es_ES
dc.description.references Talib, F., Rahman, Z., & Qureshi, M. N. (2013). An empirical investigation of relationship between total quality management practices and quality performance in Indian service companies. International Journal of Quality & Reliability Management, 30(3), 280-318. doi:10.1108/02656711311299845 es_ES
dc.description.references Ahmad, M. F., Zakuan, N., Jusoh, A., & Takala, J. (2012). Relationship of TQM and Business Performance with Mediators of SPC, Lean Production and TPM. Procedia - Social and Behavioral Sciences, 65, 186-191. doi:10.1016/j.sbspro.2012.11.109 es_ES
dc.description.references García-Bernal, J., & Ramírez-Alesón, M. (2015). Why and How TQM Leads to Performance Improvements. Quality Management Journal, 22(3), 23-37. doi:10.1080/10686967.2015.11918439 es_ES
dc.description.references Qasrawi, B. T., Almahamid, S. M., & Qasrawi, S. T. (2017). The impact of TQM practices and KM processes on organisational performance. International Journal of Quality & Reliability Management, 34(7), 1034-1055. doi:10.1108/ijqrm-11-2015-0160 es_ES
dc.description.references Singh, V., Kumar, A., & Singh, T. (2018). Impact of TQM on organisational performance: The case of Indian manufacturing and service industry. Operations Research Perspectives, 5, 199-217. doi:10.1016/j.orp.2018.07.004 es_ES
dc.description.references Hendricks, K. B., & Singhal, V. R. (2001). Firm characteristics, total quality management, and financial performance. Journal of Operations Management, 19(3), 269-285. doi:10.1016/s0272-6963(00)00049-8 es_ES
dc.description.references Hansson, J., & Eriksson, H. (2002). The impact of TQM on financial performance. Measuring Business Excellence, 6(4), 44-54. doi:10.1108/13683040210451714 es_ES
dc.description.references York, K. M., & Miree, C. E. (2004). Causation or covariation: an empirical re-examination of the link between TQM and financial performance. Journal of Operations Management, 22(3), 291-311. doi:10.1016/j.jom.2004.02.001 es_ES
dc.description.references Jaiswal, K., & Garg, M. (2018). Impact of TQM on employee and customer satisfaction-A study on tricity region. JIMS8M: The Journal of Indian Management & Strategy, 23(4), 28. doi:10.5958/0973-9343.2018.00031.5 es_ES
dc.description.references Ooi, K., Arumugam, V., Teh, P., & Yee‐Loong Chong, A. (2008). TQM practices and its association with production workers. Industrial Management & Data Systems, 108(7), 909-927. doi:10.1108/02635570810897991 es_ES
dc.description.references Dubey, R., & Gunasekaran, A. (2014). Exploring soft TQM dimensions and their impact on firm performance: some exploratory empirical results. International Journal of Production Research, 53(2), 371-382. doi:10.1080/00207543.2014.933909 es_ES
dc.description.references Basu, R., & Bhola, P. (2016). Impact of quality management practices on performance stimulating growth. International Journal of Quality & Reliability Management, 33(8), 1179-1201. doi:10.1108/ijqrm-10-2015-0153 es_ES
dc.description.references Shafiq, M., Lasrado, F., & Hafeez, K. (2017). The effect of TQM on organisational performance: empirical evidence from the textile sector of a developing country using SEM. Total Quality Management & Business Excellence, 30(1-2), 31-52. doi:10.1080/14783363.2017.1283211 es_ES
dc.description.references Feng, J., Prajogo, D. I., Chuan Tan, K., & Sohal, A. S. (2006). The impact of TQM practices on performance. European Journal of Innovation Management, 9(3), 269-278. doi:10.1108/14601060610678149 es_ES
dc.description.references Kaynak, H. (2003). The relationship between total quality management practices and their effects on firm performance. Journal of Operations Management, 21(4), 405-435. doi:10.1016/s0272-6963(03)00004-4 es_ES
dc.description.references Wei, J.-T., Chang, Y. W., Zhang, X., Wu, H.-H., & Tang, Y.-T. (2017). Performance measurement systems, TQM and multi-level firm performance: a person–organisation fit perspective. Total Quality Management & Business Excellence, 30(15-16), 1578-1595. doi:10.1080/14783363.2017.1384311 es_ES
dc.description.references The Balanced Scorecard. Measures that Drive Performancehttps://steinbeis-bi.de/images/artikel/hbr_1992.pdf es_ES
dc.description.references Sabbagh, O., Ab Rahman, M. N., Ismail, W. R., & Wan Hussain, W. M. H. (2018). The impact of TQM practices on key performance indicators: empirical evidence from automotive dealerships. E+M Ekonomie a Management, 22(1), 115-129. doi:10.15240/tul/001/2019-1-008 es_ES
dc.description.references Albuhisi, A. M., & Abdallah, A. B. (2018). The impact of soft TQM on financial performance. International Journal of Quality & Reliability Management, 35(7), 1360-1379. doi:10.1108/ijqrm-03-2017-0036 es_ES
dc.description.references Figge, F., Hahn, T., Schaltegger, S., & Wagner, M. (2002). The Sustainability Balanced Scorecard - linking sustainability management to business strategy. Business Strategy and the Environment, 11(5), 269-284. doi:10.1002/bse.339 es_ES
dc.description.references Ferreira, L. M. D. F., Silva, C., & Azevedo, S. G. (2016). An environmental balanced scorecard for supply chain performance measurement (Env_BSC_4_SCPM). Benchmarking: An International Journal, 23(6), 1398-1422. doi:10.1108/bij-08-2013-0087 es_ES
dc.description.references Motevali Haghighi, S., Torabi, S. A., & Ghasemi, R. (2016). An integrated approach for performance evaluation in sustainable supply chain networks (with a case study). Journal of Cleaner Production, 137, 579-597. doi:10.1016/j.jclepro.2016.07.119 es_ES
dc.description.references Valenzuela, L., & Maturana, S. (2016). Designing a three-dimensional performance measurement system (SMD3D) for the wine industry: A Chilean example. Agricultural Systems, 142, 112-121. doi:10.1016/j.agsy.2015.11.011 es_ES
dc.description.references Qorri, A., Mujkić, Z., & Kraslawski, A. (2018). A conceptual framework for measuring sustainability performance of supply chains. Journal of Cleaner Production, 189, 570-584. doi:10.1016/j.jclepro.2018.04.073 es_ES
dc.description.references Verdecho, M.-J., Alarcón-Valero, F., Pérez-Perales, D., Alfaro-Saiz, J.-J., & Rodríguez-Rodríguez, R. (2020). A methodology to select suppliers to increase sustainability within supply chains. Central European Journal of Operations Research, 29(4), 1231-1251. doi:10.1007/s10100-019-00668-3 es_ES
dc.description.references Popovic, T., Kraslawski, A., Barbosa-Póvoa, A., & Carvalho, A. (2017). Quantitative indicators for social sustainability assessment of society and product responsibility aspects in supply chains. Journal of International Studies, 10(4), 9-36. doi:10.14254/2071-8330.2017/10-4/1 es_ES
dc.description.references Siva, V., Gremyr, I., Bergquist, B., Garvare, R., Zobel, T., & Isaksson, R. (2016). The support of Quality Management to sustainable development: a literature review. Journal of Cleaner Production, 138, 148-157. doi:10.1016/j.jclepro.2016.01.020 es_ES
dc.description.references Li, D., Zhao, Y., Zhang, L., Chen, X., & Cao, C. (2018). Impact of quality management on green innovation. Journal of Cleaner Production, 170, 462-470. doi:10.1016/j.jclepro.2017.09.158 es_ES
dc.description.references Todorut, A. V. (2012). Sustainable Development of Organizations through Total Quality Management. Procedia - Social and Behavioral Sciences, 62, 927-931. doi:10.1016/j.sbspro.2012.09.157 es_ES
dc.description.references Abbas, J. (2020). Impact of total quality management on corporate sustainability through the mediating effect of knowledge management. Journal of Cleaner Production, 244, 118806. doi:10.1016/j.jclepro.2019.118806 es_ES
dc.description.references Abbas, J. (2020). Impact of total quality management on corporate green performance through the mediating role of corporate social responsibility. Journal of Cleaner Production, 242, 118458. doi:10.1016/j.jclepro.2019.118458 es_ES
dc.description.references Ruano Pérez, J. L., Rodríguez-Rodríguez, R., Alfaro Saiz, J.-J., & Verdecho, M.-J. (2018). An ANP-based network to measure the impact of Lean production on organisational performance. Journal of Industrial Engineering and Management, 11(2), 222. doi:10.3926/jiem.2536 es_ES
dc.description.references Boj, J. J., Rodriguez-Rodriguez, R., & Alfaro-Saiz, J.-J. (2014). An ANP-multi-criteria-based methodology to link intangible assets and organizational performance in a Balanced Scorecard context. Decision Support Systems, 68, 98-110. doi:10.1016/j.dss.2014.10.002 es_ES
dc.description.references Verdecho, M.-J., Alfaro-Saiz, J.-J., Rodriguez-Rodriguez, R., & Ortiz-Bas, A. (2012). A multi-criteria approach for managing inter-enterprise collaborative relationships. Omega, 40(3), 249-263. doi:10.1016/j.omega.2011.07.004 es_ES
dc.description.references Neely, A., Adams, C., & Crowe, P. (2001). The performance prism in practice. Measuring Business Excellence, 5(2), 6-13. doi:10.1108/13683040110385142 es_ES
dc.description.references Saaty, T. L., & Shih, H.-S. (2009). Structures in decision making: On the subjective geometry of hierarchies and networks. European Journal of Operational Research, 199(3), 867-872. doi:10.1016/j.ejor.2009.01.064 es_ES
dc.subject.ods 08.- Fomentar el crecimiento económico sostenido, inclusivo y sostenible, el empleo pleno y productivo, y el trabajo decente para todos es_ES


This item appears in the following Collection(s)

Show simple item record