Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/5837
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Title: Configuring quality management and marketing implementation and the performance implications for industrial marketers
Authors: Lai, KHM 
Yeung, ACL 
Cheng, TCE 
Issue Date: Nov-2012
Source: Industrial marketing management, Nov. 2012, v. 41, no. 8, p. 1284-1297
Abstract: This study empirically examines if different configurations of quality management and marketing (Q&M) implementation exist in various industrial organizations and explores their implications for firm performance. We survey 304 organizations that have operational quality management systems and conduct in-depth interviews with selected groups of respondent organizations to understand their market-oriented behaviors. We perform cluster analysis of the survey data to empirically construct taxonomic configurations of Q&M implementation that may exist in these organizations. The results show three distinct configurations with each configuration displaying specific implementation characteristics. We label the corresponding organizations as reactive firms, progressive firms, and proactive firms, respectively. In other words, each configuration represents a different extent of implementing Q&M in organizations. We also find that the empirically-derived configurations, corroborated with in-depth interview data, are associated with various firm performance measures. The analysis reveals that proactive firms in which Q&M are implemented at a high level attain the best firm performance. Despite the exploratory nature of this study, the taxonomy developed yields valid and reliable findings that have significant theoretical and practical implications for industrial marketers.
Keywords: Quality
Marketing
Performance
Survey
Case study
Publisher: Elsevier
Journal: Industrial marketing management 
ISSN: 0019-8501
EISSN: 1873-2062
DOI: 10.1016/j.indmarman.2012.07.003
Rights: © 2012 Elsevier Inc. All rights reserved.
NOTICE: this is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, [vol. 41, no. 8, (Nov. 2013)] DOI: 10.1016/j.indmarman.2012.07.003
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