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Increased customer sophistication and the globalization of business activities are forcing organizations to re-engineer their cultures, operations and systems to support customer-focused and quality-driven competitive business strategies. Accordingly, organizations adopt quality management (QM) practices including total quality management (TQM) in support of strategic choices (Ferdousi et al., 2016; Flynn et al., 1995; and Prasad, 1998; Powell, 1995). TQM is a holistic approach directed toward continuous improvement of the quality of products and services as well as the processes in order to meet or exceed customer expectations (Baird et al., 2011; Prajogo & McDermott, 2005; Kiella & Golhar, 1997). It “is an approach for doing business that attempts to maximize the competitiveness of an organization through the continual improvement of the quality of its products, services, people, processes, and environments” (Goetsch & Davis, 1995, p. 6). In TQM, the search for improvement is a never-ending process. The continuous search for improvement requires the full participation and involvement of all stakeholders of the organization, including managers, employees, suppliers, and customers, without whose support the TQM effort would be fruitless (Mersha, 1997). Literature reveals that organizations adopt TQM to get various benefits including improved internal communication, better problem-solving, greater employee commitment and motivation, stronger relationships with suppliers, better understanding of customers ‘needs, improved customer satisfaction, fewer errors and reduced waste, productivity improvements, cost reductions, minimization of defects, and improvements in quality (Haar & Spell, 2008).
While there are some studies (Ferdousi et al., 2016; Zhang et al., 2000; Ismail, 1998; Islam & Haque, 2012) that have focused on the adoption of TQM, there are some studies that have focused on identifying the components of TQM (Table 1).
Table 1. Literature on TQM components
| TQM Components | Author’s and Year |
Top management support
Top management support |
Ferdousi et al. 2019; Talib et al., 2013; Zehir et al., 2012; Abusa, 2011; Saleheldin, 2009; Pinho, 2008; Vijande & Gonzale, 2007; Feng et al., 2006; Hoang et al., 2006; Demirbag et al., 2006; Sila & Ebrahimpour, 2005; Sohail & Hoong, 2003; Sharma & Gadenne, 2002; Agus & Abdullah, 2000; Saraph et al., 1989; Powell, 1995 |
Employee involvement
Employee involvement |
Ferdousi et al. 2019; Fotopoulos & Psomas, 2010; Saleheldin, 2009; Sohail & Hoong, 2003; Sharma and Gadenne, 2002 |
Employee empowerment
Employee empowerment | Saleheldin, 2009; Kapuge & Smith, 2007; Sohail & Hoong, 2003; Powell, 1995 |
Customer focus
Customer focus |
Ferdousi et al. 2019; Basu & Bholap 2016; Zehir et al., 2012; Kapuge & Smith, 2007; Feng et al., 2006; Sila & Ebrahimpour, 2005; Agus & Abdullah, 2000; Flynn et al.,1995 |
Training
Training |
Ferdousi et al., 2019; Basu & Bholap, 2016; Agus & Abdullah, 2000 |
Reward and recognition
Reward and recognition |
Ferdousi et al. 2019; Zhang et al., 2000 |
| Culture |
Baird et al., 2011; Pinho, 2008 |