The Role of Culture as Driver of Quality Management and Performance: Infrastructure Versus Core Quality Practices*

Increasingly, scholars and practitioners recognize the importance of understanding organizational culture when implementing operations management practices. This study investigates the relationships among organizational culture, infrastructure and core quality management practices, and manufacturing performance using two alternative models. Understanding these relationships is important because culture can provide insight into the context dependence of quality management practices and shed light on the mixed results of past studies concerning the link between quality management and performance. Analysis of manufacturing plants from six countries indicates that organizational culture has a stronger influence on infrastructure quality management practices than on core quality management practices, regardless of whether the plants are located in Eastern or Western countries. In addition, infrastructure quality management practices have a significant effect on manufacturing performance. These results contribute to the quality management literature by emphasizing the importance of accounting for culture when making decisions to implement quality management practices to achieve a performance advantage. Finally, we also contribute to the literature on the culture–performance linkage by finding support for a direct link between culture and manufacturing performance.     

Trust and functional foods. New products,old issues

Trust in the "agro-food" sector has been declining in recent years reflecting a general decline of trust in traditional decision making processes. The introduction of new technologies in the production of foods re-introduces the problem of trust and highlights the parameters affecting its structure and direction. This paper discusses the issue of trust in relation to the introduction of functional foods into the market. Trust is assessed as both a philosophical and a psychological construct with particular emphasis on its communication aspects. The paper ends with specific recommendations for action in the agro-food sector. This paper partly reflects work done with Professor Cees Midden, Technical University of Eindhoven, as part of an expert technology assessment project for the Europaeische Akademie Bad Neuenahr Ahrweiler GmbH.     

The Eudaimonic and Hedonic Components of Happiness: Qualitative and Quantitative Findings

This paper illustrates a new project developed by a cross-country team of researchers, with the aim of studying the hedonic and eudaimonic components of happiness through a mixed method approach combining both qualitative and quantitative analyses. Data were collected from 666 participants in Australia, Croatia, Germany, Italy, Portugal, Spain, and South Africa. A major aim of the study was to examine definitions and experiences of happiness using open-ended questions. Among the components of well-being traditionally associated with the eudaimonic approach, meaning in particular was explored in terms of constituents, relevance, and subjective experience. The Satisfaction With Life Scale (SWLS) was also administered to quantitatively assess the hedonic dimension of happiness. Results showed that happiness was primarily defined as a condition of psychological balance and harmony. Among the different life domains, family and social relations were prominently associated with happiness and meaningfulness. The quantitative analyses highlighted the relationship between happiness, meaningfulness, and satisfaction with life, as well as the different and complementary contributions of each component to well-being. At the theoretical and methodological levels, findings suggest the importance of jointly investigating happiness and its relationship with other dimensions of well-being, in order to detect differences and synergies among them.     

The Impact of Quality Management Practices on Performance and Competitive Advantage

As decision makers become more involved in implementing Total Quality Management, questions are raised about which management practices should be emphasized. In this exploratory investigation of the relationship of specific quality management practices to quality performance, a framework was constructed. It focuses on both core quality management practices and on the infrastructure that creates an environment supportive of their use. In addition, it incorporates two measures of quality performance and their role in establishing and sustaining a competitive advantage. Path analysis was used to test the proposed model, with multiple regression analysis determining the path coefficients, which were decomposed into their various effects. Weak linkages were eliminated. The trimmed model indicated that perceived quality market outcomes were primarily related to statistical control/feedback and the product design process, while the internal measure of percent that passed final inspection without requiring rework was strongly related to process flow management and to statistical control/feedback, to a lesser extent. Both measures of quality performance were related to competitive advantage. Important infrastructure components included top management support and workforce management. Supplier relationships and work attitudes were also related to some of the core quality practices and quality performance measures. The results were interpreted in light of Hill's concept of order winners and order qualifiers and Garvin's eight dimensions of quality. They indicate that different core quality management practices lead to success in different dimensions of quality, and that those dimensions function differently as order winners and order qualifiers.     

Family abductions: An examination of the role of offender gender

Utilizing data from a national study of missing children, this article compares family abductions perpetrated by men and women. Comparisons focus on the incidence, outcomes, and institutional responses to the abductions. Also, the relationship between the abductor and child(ren), harm to the child(ren), the use of concealment, and the characteristics of abductors and children are examined. Women perpetrated approximately one third of the abductions in the study. Female perpetrated abductions were more likely to involve concealment of the child, and were of longer duration. The relationship between these patterns and patterns of custody and societal expectations regarding parental roles of men and women are discussed. Broader implications for the understanding of female criminality are also explored. Some of the data in this paper were presented at the annual meetings of the American Society of Criminology in Miami, Florida in November, 1994. Her research focuses on domestic violence, rape, and media images of crime. Her research interests are in the areas of the criminal victimization of children and adolescents, domestic violence, and corrections.     

A Knowledge Framework Underlying Process Management*

Organizations are increasingly implementing process‐improvement techniques like Six Sigma, total quality management, lean, and business process re‐engineering to improve organizational performance. These techniques are part of a process management system that includes the organizational infrastructure to support the improvement techniques. The knowledge‐based view of a firm argues that organizational knowledge is the source of competitive advantage. To the extent that the process management system enables knowledge creation it should be a source of competitive advantage. This study investigates the underlying framework and factors of a process management system that lead to organizational knowledge creation. Prior studies have considered knowledge creation in process improvement, but none have considered the role of the process management system. Specifically, the study uses the case study method to investigate multiple levels (organization level and project level) of two firms using Six Sigma as their chosen process management system. Analysis of the cases reveals that the leadership creates a supportive infrastructure enabling process‐improvement techniques to effectively create organizational knowledge. Interestingly, focusing on decision‐making tools and methods may not be effective without developing a supportive infrastructure. The proposed framework provides a basis for organizational leaders to think about how to design and implement a process management system to better enable knowledge creation in organizations.