THE IMPACT OF QUALITY MANAGEMENT-PRACTICES ON PERFORMANCE AND COMPETITIVE ADVANTAGE

As decision makers become more involved in implementing Total Quality Management, questions are raised about which management practices shou ld be emphasized. In this exploratory investigation of the relationshi p of specific quality management practices to quality performance, a f ramework was constructed. It focuses on both core quality management p ractices and on the infrastructure that creates an environment support ive of their use. In addition, it incorporates two measures of quality performance and their role in establishing and sustaining a competiti ve advantage. Path analysis was used to test the proposed model, with multiple regression analysis determining the path coefficients, which were decomposed into their various effects. Weak linkages were elimina ted. The trimmed model indicated that perceived quality market outcome s were primarily related to statistical control/feedback and the produ ct design process, while the internal measure of percent that passed f inal inspection without requiring rework was strongly related to proce ss flow management and to statistical control/feedback, to a lesser ex tent. Both measures of quality performance were related to competitive advantage. Important infrastructure components included top managemen t support and workforce management. Supplier relationships and work at titudes were also related to some of the core quality practices and qu ality performance measures. The results were interpreted in light of H ill's concept of order winners and order qualifiers and Garvin's eight dimensions of quality. They indicate that different core quality mana gement practices lead to success in different dimensions of quality, a nd that those dimensions function differently as order winners and ord er qualifiers.