Total quality management (TQM) and sustainable company performances: Examining the relationship in Malaysian firms

摘要: ABSTRACT This paper investigates the relationship between Total Quality management (TQM) elements and sustainable company performances. TQM models prescribe several important factors: starting with effective leadership that executes brilliant strategies, emphasizing best practices in quality improvements while recognizing stakeholders' needs. research employs as framework also taking into consideration resource-based views (RBV) on arguments concerning internal capabilities.. An instrument is developed to measure related constructs found be reliable. Using exploratory factor analysis, it items clearly fall six leadership, practices, customer focus, employee community focus productivity focus. Another analysis measures of performance has resulted a single factor. The study proceeds multiple regression test dependent, performances independent factors, dimensions TQM. percentage variance explained by three factors 77 percent values obtaining 55 percent. In terms performances, all are significantly influenced which assumes highest coefficient 0.46. It therefore argued within most influencing factor; impact performance, stakeholder must implemented. Theoretical practical implications discussed. Keywords: TQM, Stakeholder Malaysia, Company 1. INTRODUCTION Management (TQM), upheld concept continues evolve more specific areas keeps attracting attention (Bou-Llusar et. al., 2009; Molina 2007; Yeung 2006; Nair, 2006). Recent studies Malaysia have brought our different issues spread across industries. For example authors speaks service (Ramayah 2011; Sia Muthusamy, 2011, Ramli 2009), costs manufacturing (Cheah 2010; Islam Karim, 2011), Implementation Small Medium Entreprises (SME) (Abdullah, 2010); TQM/ISO contextual fit (Abdullah Ahmad, organizational such satisfaction, operational flexibility avoiding conflicts (Idris et al, Wen Wan Yusoff Arumugam Teh relations other functions HRM (Ooi, Hassan, 2010) Among still debated those would lead improving various 2009, for example, suggest information human resource significant positive association satisfaction perceived Malaysian sector's managers. another study, Dow (1999) concludes only dimensions; commitment, shared vision, yield correlation outcomes. done Australia, Samson Terziovski conclude main predictors 'soft' management, hard planning process neither or negatively related. Therefore, leads one common conclusion- importance focusing gap emerges from literature apparent when there growing concern emergence stakeholders. …