Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/80488
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dc.contributor.authorTo, WMen_US
dc.contributor.authorYu, BTWen_US
dc.contributor.authorLee, PKCen_US
dc.date.accessioned2019-03-26T09:17:30Z-
dc.date.available2019-03-26T09:17:30Z-
dc.date.issued2018-
dc.identifier.citationAdministrative sciences, Dec. 2018, v. 8, no. 4, 73, p. 1-14en_US
dc.identifier.urihttp://hdl.handle.net/10397/80488-
dc.description.abstractService organizations use quality management systems as a part of their overall strategies to improve business processes and operations management. Nevertheless, how quality management components lead to improvement and whether task conflicts influence quality management components have not yet been identified clearly. This paper examines the mechanisms that link different quality management components to improvement and the role of task conflict in the mechanisms. Data were collected from 495 employees responsible for quality management in Macao's service organizations. Results from structural equation modeling showed that leadership i.e., the supportive behaviors of top management towards quality management has direct, significant effects on quality management components such as process approach, engagement of people, relationship management, and evidence-based decision making while customer focus has the largest total effect on improvement. On the other hand, task conflict was weakly but significantly related to relationship management. The study provides a deeper understanding of how quality management works in service contexts.en_US
dc.description.sponsorshipDepartment of Logistics and Maritime Studiesen_US
dc.language.isoenen_US
dc.publisherMolecular Diversity Preservation International (MDPI)en_US
dc.relation.ispartofAdministrative sciencesen_US
dc.rights© 2018 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (http://creativecommons.org/licenses/by/4.0/).en_US
dc.rightsThe following publication To, W. M., Yu, B. T. W., & Lee, P. K. C. (2018). How quality management system components lead to improvement in service organizations: a system practitioner perspective. Administrative Sciences, 8(4), 73, 1-14 is available at https://dx.doi.org/10.3390/admsci8040073en_US
dc.subjectQuality management componentsen_US
dc.subjectLeadershipen_US
dc.subjectTask conflicten_US
dc.subjectService organizationsen_US
dc.subjectMacaoen_US
dc.titleHow quality management system components lead to improvement in service organizations : a system practitioner perspectiveen_US
dc.typeJournal/Magazine Articleen_US
dc.identifier.spage1en_US
dc.identifier.epage14en_US
dc.identifier.volume8en_US
dc.identifier.issue4en_US
dc.identifier.doi10.3390/admsci8040073en_US
dc.identifier.isiWOS:000454747900018-
dc.identifier.ros2018002144-
dc.identifier.eissn2076-3387en_US
dc.identifier.artn73en_US
dc.description.validate201903 bcrcen_US
dc.description.oapublished_finalen_US
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