WAYHAN, Victor B.
Empirical enhancements to deming's chain reaction model - Oxfordshire : Routledge, July/Aug. 2010
Through his chain reaction model, W. Edwards Deming postulated that the impact of improved quality on financial performance is primarily indirect in nature. Although this important theoretical concept is now decades old, it has only recently received empirical attention, including a previous companion study. The current research effort seeks to extend the previous companion study by testing three alternative models that represent theoretical enhancements to Deming's original formulation. These models are tested utilising a sample of US firms that have been certified by major corporations as having implemented effective TQM programmes. Results show that all three models provide empirically valid enhancements to Deming's original model. In addition, these three alternative models provide additional support to Deming's contention that the impact of an effective TQM programme on financial performance is primarily indirect in nature
Empirical enhancements to deming's chain reaction model - Oxfordshire : Routledge, July/Aug. 2010
Through his chain reaction model, W. Edwards Deming postulated that the impact of improved quality on financial performance is primarily indirect in nature. Although this important theoretical concept is now decades old, it has only recently received empirical attention, including a previous companion study. The current research effort seeks to extend the previous companion study by testing three alternative models that represent theoretical enhancements to Deming's original formulation. These models are tested utilising a sample of US firms that have been certified by major corporations as having implemented effective TQM programmes. Results show that all three models provide empirically valid enhancements to Deming's original model. In addition, these three alternative models provide additional support to Deming's contention that the impact of an effective TQM programme on financial performance is primarily indirect in nature
