Abstract
As the importance of quality managers dramatically increased in the past two decades, it has been suggested that the management of the quality function requires expertise in areas other than the quality field itself. Nevertheless, to date, extensive research has not been directed towards identifying the expertise required of a quality manager or the day-to-day functions which will enhance the manager's ability to succeed. The focus of this paper is to test empirically the quality manager's effect on the quality performance of a firm, depending on the manager's involvement in (1) strictly quality field, (2) quality related fields, and (3) general management field. A cross-sectional mail survey was employed and a causal model was developed to test seven propositions using path analysis (OLS). The results of this analysis strongly suggest that quality managers' main focus must be on the quality field, though they may perceive that their involvement in related fields could contribute significantly to the quality performance of their organizations.
| Original language | English |
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| Pages | 1721-1723 |
| Number of pages | 3 |
| Publication status | Published - 1996 |
| Externally published | Yes |
| Event | Proceedings of the 1996 27th Annual Meeting of the Decision Sciences Institute. Part 2 (of 3) - Orlando, FL, USA Duration: 24 Nov 1996 → 26 Nov 1996 |
Conference
| Conference | Proceedings of the 1996 27th Annual Meeting of the Decision Sciences Institute. Part 2 (of 3) |
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| City | Orlando, FL, USA |
| Period | 24/11/96 → 26/11/96 |
ASJC Scopus subject areas
- Management Information Systems
- Hardware and Architecture