The current issue and full text archive of this journal is available at The impact of total quality management on innovation Findings from a developing country Dinh Thai Hoang and Barbara Igel School of Management, Asian Institute of Technology, Klong Luang, Pathumthani, Thailand, and 1092 Received February 2005 Revised August 2005 Tritos Laosirihongthong Industrial Engineering Department, Faculty of Engineering, Thammasat University, Klong Luang, Pathumthani, Thailand Abstract
The unclear evidence found in this study on the impact of the ? rm’s education and training policy on innovation needs to be further investigated. Practical implications – The ? ndings are useful for business managers in developing countries such as Vietnam, who want to enhance business performance through implementing TQM practices that support their ? rm’s product and services innovation efforts. Originality/ value – The study has contributed to develop a measurement system of TQM practices and innovation performance that facilitates more quality management research in developing countries.
They found that the empirically researched TQM practices could be grouped under 25 categories[1]. The seven most frequently investigated factors were customer focus and satisfaction, training, leadership and top management commitment, teamwork, employee involvement, continuous improvement, and quality information and performance measurement. It is not surprising that issues related to customer focus and satisfaction received the biggest coverage in this survey literature because of the major push towards increasing customer satisfaction in virtually all types of businesses.
The Review on Motivation Effecting Innovation Management
Abstract: This paper discusses the meaning, value and role of innovation and the ways to manage it. The need, necessity and origin of innovations are briefly discussed and contours the different perspectives of the Innovation Management. The various processes of Innovation management are also highlighted drawing special attention towards the overall need of each process and factors affecting the ...
For the continuous improvement, Sila and Ebrahimpour (2002) showed that this practice was also included in a relatively large number of the studies on TQM. The authors also indicated that even though process management was not listed as one of the practices that appeared very frequently in the literature, it was, however covered by many of the studies in practices such as process control, product and service design. Therefore, process management could be considered as one of the important TQM practices.
