The impact of “soft” and “hard” TQM elements on quality management results

TLDR

The study investigates how soft and hard TQM elements relate to quality management outcomes. The authors surveyed 370 Greek firms, used confirmatory factor analysis to validate constructs, and applied structural equation modeling to test the relationships. The results show that soft TQM elements drive quality improvement and market position, while hard elements have a secondary effect, and that adopting a TQM culture is essential for competitive advantage. The study is limited by reliance on managers’ perceptions across sectors but offers a validated model linking soft and hard TQM elements to quality outcomes.

Abstract

Purpose The purpose of this paper is to explore the relationships between “soft” and “hard” TQM elements and quality management results. Design/methodology/approach Empirical data were drawn from 370 Greek companies using the questionnaire method. Confirmatory Factor Analysis was used to examine constructs' reliability and validity, while the relationships between them were examined through Structural Equation Modelling. Findings The study proved that quality improvement and the consolidation of the company's market position are influenced mainly by adopting “soft” TQM elements and secondarily “hard” TQM elements. Research limitations/implications The fact that the study was based on quality managers' perceptions and the participation of companies from all sectors creates limitations, but also future research orientations. Practical implications To achieve benefits and obtain a competitive advantage, which is of major importance for the sustainability of a company, quality design, control and improvement tools are not enough and the adoption of a TQM culture is primarily required. Originality/value The study describes in a reliable and valid way a model which consists of “soft” and “hard” TQM elements and quality management results.