Prioritising the TQM Enablers and IT Resources in the ICT Industry: An AHP Approach
Total Quality Management (TQM) is a managerial
approach that improves the competitiveness of the industry,
meanwhile Information technology (IT) was introduced with TQM
for handling the technical issues which is supported by quality
experts for fulfilling the customers’ requirement. Present paper aims
to utilise AHP (Analytic Hierarchy Process) methodology to
priorities and rank the hierarchy levels of TQM enablers and IT
resource together for its successful implementation in the Information
and Communication Technology (ICT) industry. A total of 17 TQM
enablers (nine) and IT resources (eight) were identified and
partitioned into 3 categories and were prioritised by AHP approach.
The finding indicates that the 17 sub-criteria can be grouped into
three main categories namely organizing, tools and techniques, and
culture and people. Further, out of 17 sub-criteria, three sub-criteria:
top management commitment and support, total employee
involvement, and continuous improvement got highest priority
whereas three sub-criteria such as structural equation modelling,
culture change, and customer satisfaction got lowest priority. The
result suggests a hierarchy model for ICT industry to prioritise the
enablers and resources as well as to improve the TQM and IT
performance in the ICT industry. This paper has some managerial
implication which suggests the managers of ICT industry to
implement TQM and IT together in their organizations to get
maximum benefits and how to utilize available resources. At the end,
conclusions, limitation, future scope of the study are presented.
[1] M.A. Badri, H. Selim, K. Alshahr, E. Grandon, H. Younis, and M.
Abdullah, “The Baldrige Education Criteria for Performance Excellence
Framework: Empirical test and Validation”, International Journal of
Quality and Reliability management, vol. 23, no. 9, pp. 1118-1157,
2006.
[2] A. D. Darshak, A. Jiju, M.B. Patel, “An assessment of the critical
success factors for Six Sigma implementation in Indian industries”,
International Journal of productivity and performance management, vol.
61, no.4, pp.426-444, 2012.
[3] F. Talib, Z. Rahman, and M.N. Qureshi, “Survey on the usage of Total
Quality Management tools and techniques in Indian service industries”,
International Journal Quality & innovation, vol.2, no.2, pp.105-119,
2013.
[4] J. Siddiqui, and Z. Rahman, “TQM principles application on information
system for empirical goals”, The TQM magazine, vol.19, pp.76-87.
2007.
[5] F. Talib, and Z. Rahman, “Total quality management practices in
manufacturing and service industries: A comparative study”,
International Journal of Advanced Operations Management, vol.4, no.3,
pp.155-176, 2012.
[6] A.S. Brah, and Y.H. Lim, “The effect of technology and TQM on the
performance of logistics companies”, International Journal of physical
distribution and logistics management, vol.36, no.3, pp.192-209, 2006.
[7] S. Khanam, F. Talib, and J. Siddiqui, A Review of TQM and IT reserach
in the ICT industry: An agenda for future”, International of information
and computer science, vol. 3, pp.64-84, 2014.
[8] F. Talib, Z. Rahman, and M.N. Quershi, “Assessing the awareness of
TQM in Indian services in industries: an empirical investigation”, Asian
Journal on Quality, vol.12, no.3, 228-243, 2011.
[9] K.-S. Chin, K.-F. Pun, Y. Xu, and J.S.F. Chan, “An AHP based study of
critical factors for TQM implementation in Shanghai manufacturing
industries”, Technovation, vol. 22, pp.707-715,2002
[10] C.-C. Tseng, and G.N. McLean, “Strategic HRD practices as key factors
in organizational learning”, Journal of European Industrial Training,
vol.32, no.6, pp.418-432, 2008.
[11] I.S. Salaheldin, “Critical success factors for TQM implementation and
their impact on performance of SMEs”, International Journal of
Productivity & Performance Management, vol. 58, no.3, pp.215-37,
2009.
[12] E. Sadikoglu, and C. Zehir, “Investigating the effects of innovation and
employee performance on the relationship between TQM practices and
firm performance: an empirical study of Turkish firms”, International
Journal of Production Economics, vol. 127, no.1, pp.13-26, 2010.
[13] P. Hyland, R. Mellor, and R. Denopanti, “A comparison of Australian
firms and their use of continuous improvement tools”, The TQM
Magazine, vol.12, no.2, pp. 117-124, 2000.
[14] S. C. Goh, “Managing effective knowledge transfer: An integrative
framework and some practice implications”, Journal of Knowledge
Management, vol.6, no.1, 23–30, 2002.
[15] Y. Yusuf, A. Gunasekaran, and G. Dan, “Implementation of TQM in
China and Organization performance: An empirical investigation,” Total
Quality Management, vol.18, no.5, pp.509-530, 2007.
[16] K.F. Pun, K.S. Chin, and R. Gill, “Determinants of employees
involvement practices in manufacturing enterprises”, Total Quality
Management, vol. 12, no.1, pp.95-109, 2001.
[17] B.F. Daily, and J.W. Bishop, “TQM workforce factors and employee
involvement: the pivotal role of teamwork”, Journal of Managerial
Issues, vol. 15, no.4, pp.393–412, 2003.
[18] E.E. Adam, B.E. Flores, and A. Macias, “Quality improvement practices
and the effect on manufacturing firm performance: evidence from
Mexico and USA”, International Journal of Production Research, vol.
39, pp. 43-63, 2001.
[19] C. Camison, “Total quality management and cultural change: a model of
organizational development”, International Journal of Technology
Management, vol.16, no. 4/5/6, pp.479-493, 1998.
[20] F. Talib, Z. Rahman, and M.N. Quershi, “An empirical investigation of
relationship between TQM practices and QP in Indian ICT services”,
International Journal of Quality and Reliability Management, vol.30,
no.3, pp.280-318, 2013 a.
[21] G. Issac, C. Rajendran, and R.N. Anantharaman, “A holistic framework
for TQM in the software industry: A confirmatory factor analysis
approach”, The Quality management journal, vol. 11, no.3, pp. 35. 2004.
[22] F. Vouzas, and A.G. Psychogios, “Assessing manager’s awareness of
TQM”, The TQM Magazine, vol.19, no.1, pp.62-75, 2007.
[23] C. Sanchez-Rodriguez, and R.A. Martinez- Lorente, “Effect of IT and
quality management on performance. Industrial Management & Data
Systems, vol.111, pp.830-848, 2011.
[24] M. Gupta, and A. Kohli, “Enterprise resource planning systems and its
implications for operations function”, Technovation, vol.26, no.5,
pp.687-96, 2006.
[25] R. Al-Aomar, B. El-Khasawneh, and S. Obaidat, “Incorporating time
standards into generative CAPP: a construction steel case study”,
Journal of Manufacturing Technology Management, vol. 24, no.1, pp.
95-112, 2013.
[26] C. Shuai, G. Xiao, S.Z. Ni, and J. Zhong, “Application of computer
aided-engineering optimum design method in aluminium profile
extrusion mould”, Journal of Central South University of Technology,
vol.10, no.1, pp.64-68,2003.
[27] N.M. Zakuan, S.M. Yusof, T. Laosirihongthong, and A.M. Shaharoun,
“Proposed relationship of TQM and organizational performance using
structured equation modeling”, Total Quality Management and Business
Excellence, vol.21, no.2, pp.185-20, 2010.
[28] C. Sanchez-Rodriguez, W.F. Dewhurst, and R.A. Martinez-Lorente, “IT
use in supporting TQM initiatives: an empirical investigation”,
International Journal of Operations and Production Management,
vol.26, no.5, pp.486-504, 2006.
[29] Saaty, T.L., 1996. Multicriteria Decision Making. RWS Publications,
Pittsburgh, PA.
[30] Satty, T.L. The Analytic Hierarchy Process. New York, NY, McGraw-
Hill: 1980.
[31] G.H. Saad, “Strategic performance evaluation: Descriptive and
perspective analysis”, Industrial Management and Data Systems,
vol.101, no.2, pp.390-399, 2001.
[32] F. Talib, Z. Rahman, and M.N. Quershi, “Prioritizing the practices of
total quality management: An analytic process analysis for the service
industries”, Total Quality Management & Business Excellence, vol. 22,
no.12, pp.1331-1351, 2011 a.
[33] R.K. Singh, “Prioritizing the factors for coordinated supply chain using
analytic hierarchy process”, Measuring Business Excellence, vol.17,
no.1, pp.80-98, 2013.
[34] W.K. Law, A.H.S. Chan, and K.F. Pun, “Prioritising the safety
management elements: A hierarchical analysis for manufacturing
enterprises”, Industrial Management and Data Systems, vol.106, no.6,
pp.778-792, 2006.
[35] T.C.T. Chan, and K. -S. Chin, “Key factors of strategic sourcing: An
empirical study of the Hong Kong toy industry”, Industrial Management
and Data Systems, vol.107, no.9, pp.1391-1416, 2007.
[36] M. Koilakuntla, S.V. Patyal, S. MOodgil, and P. Ekkuluri, “A research
study on estimation of TQM ‘factor ratings’ through analytical hierarchy
process”, Emerging Market Queries in Finance and Business, vol. 3,
pp.55-61, 2012.
[37] H.- J. Chein, and S. Barthorpe, “Using Analytic Hierarchy Process to
analyse the critical success factors for performance management of the Taiwanese Veterans Home”, International Journal of applied science
technology, vol. 3, no. 7, pp.48-63, 2013.
[38] W.G. Lewis, K.F. Pun, and T.R.M Lalla, “An AHP based study of TQM
benefits in ISO 9001 CERTIFIED SMEs in Trinidad and Tobago”, The
TQM Magazine, vol. 17, no.6, pp.558-572, 2005.
[39] M.K. Sagar, and A.K. Tomar, “Ranking critical success factors of total
quality management”, In 2014 Proceeding of IRAJ International
conferences, Bangkok.
[40] S. Khanam, J. Siddiqui, and F. Talib, “Role of Information Technology
in Total Quality Management: A Literature Review”, International
Journal of Advanced Research in Computer Engineering &Technology,
vol. 2, no.8, pp. 2433-2445, 2013.
[41] S. Khanam, J. Siddiqui, and F. Talib, “Modelling the TQM enablers and
IT resources in the ICT industry: An ISM-MICMAC approaches”,
International Journal of Information System and Management, to be
published.
[42] P. Thareja, D.D. Sharma and P.B. Mahapatra, “Total Quality
Management-A Development Perspective”, Journal of Production
Research & Management, vol.1, no.1, pp.34-52, 2011.
[43] (TeliaSonera, 2007), Annual Report (Online) Available:
http://www.teliasonera.com/aboutteliasonera/csr/_enviornment
(February 14, 2008).
[44] G.S. Sureshchander, C. Rajendran, and R.N. Anatharaman, “A holistic
model for total quality service”, International Journal service industry
Management, vol.12, pp.378-412, 2001.
[45] G.S. Sureshchander, C. Rajendran, and R.N. Anatharaman, “The
relationship between management’s perception of total quality service
and customer perceptions of service quality”, Total Quality
Management, vol.13, pp.69-88, 2002.
[1] M.A. Badri, H. Selim, K. Alshahr, E. Grandon, H. Younis, and M.
Abdullah, “The Baldrige Education Criteria for Performance Excellence
Framework: Empirical test and Validation”, International Journal of
Quality and Reliability management, vol. 23, no. 9, pp. 1118-1157,
2006.
[2] A. D. Darshak, A. Jiju, M.B. Patel, “An assessment of the critical
success factors for Six Sigma implementation in Indian industries”,
International Journal of productivity and performance management, vol.
61, no.4, pp.426-444, 2012.
[3] F. Talib, Z. Rahman, and M.N. Qureshi, “Survey on the usage of Total
Quality Management tools and techniques in Indian service industries”,
International Journal Quality & innovation, vol.2, no.2, pp.105-119,
2013.
[4] J. Siddiqui, and Z. Rahman, “TQM principles application on information
system for empirical goals”, The TQM magazine, vol.19, pp.76-87.
2007.
[5] F. Talib, and Z. Rahman, “Total quality management practices in
manufacturing and service industries: A comparative study”,
International Journal of Advanced Operations Management, vol.4, no.3,
pp.155-176, 2012.
[6] A.S. Brah, and Y.H. Lim, “The effect of technology and TQM on the
performance of logistics companies”, International Journal of physical
distribution and logistics management, vol.36, no.3, pp.192-209, 2006.
[7] S. Khanam, F. Talib, and J. Siddiqui, A Review of TQM and IT reserach
in the ICT industry: An agenda for future”, International of information
and computer science, vol. 3, pp.64-84, 2014.
[8] F. Talib, Z. Rahman, and M.N. Quershi, “Assessing the awareness of
TQM in Indian services in industries: an empirical investigation”, Asian
Journal on Quality, vol.12, no.3, 228-243, 2011.
[9] K.-S. Chin, K.-F. Pun, Y. Xu, and J.S.F. Chan, “An AHP based study of
critical factors for TQM implementation in Shanghai manufacturing
industries”, Technovation, vol. 22, pp.707-715,2002
[10] C.-C. Tseng, and G.N. McLean, “Strategic HRD practices as key factors
in organizational learning”, Journal of European Industrial Training,
vol.32, no.6, pp.418-432, 2008.
[11] I.S. Salaheldin, “Critical success factors for TQM implementation and
their impact on performance of SMEs”, International Journal of
Productivity & Performance Management, vol. 58, no.3, pp.215-37,
2009.
[12] E. Sadikoglu, and C. Zehir, “Investigating the effects of innovation and
employee performance on the relationship between TQM practices and
firm performance: an empirical study of Turkish firms”, International
Journal of Production Economics, vol. 127, no.1, pp.13-26, 2010.
[13] P. Hyland, R. Mellor, and R. Denopanti, “A comparison of Australian
firms and their use of continuous improvement tools”, The TQM
Magazine, vol.12, no.2, pp. 117-124, 2000.
[14] S. C. Goh, “Managing effective knowledge transfer: An integrative
framework and some practice implications”, Journal of Knowledge
Management, vol.6, no.1, 23–30, 2002.
[15] Y. Yusuf, A. Gunasekaran, and G. Dan, “Implementation of TQM in
China and Organization performance: An empirical investigation,” Total
Quality Management, vol.18, no.5, pp.509-530, 2007.
[16] K.F. Pun, K.S. Chin, and R. Gill, “Determinants of employees
involvement practices in manufacturing enterprises”, Total Quality
Management, vol. 12, no.1, pp.95-109, 2001.
[17] B.F. Daily, and J.W. Bishop, “TQM workforce factors and employee
involvement: the pivotal role of teamwork”, Journal of Managerial
Issues, vol. 15, no.4, pp.393–412, 2003.
[18] E.E. Adam, B.E. Flores, and A. Macias, “Quality improvement practices
and the effect on manufacturing firm performance: evidence from
Mexico and USA”, International Journal of Production Research, vol.
39, pp. 43-63, 2001.
[19] C. Camison, “Total quality management and cultural change: a model of
organizational development”, International Journal of Technology
Management, vol.16, no. 4/5/6, pp.479-493, 1998.
[20] F. Talib, Z. Rahman, and M.N. Quershi, “An empirical investigation of
relationship between TQM practices and QP in Indian ICT services”,
International Journal of Quality and Reliability Management, vol.30,
no.3, pp.280-318, 2013 a.
[21] G. Issac, C. Rajendran, and R.N. Anantharaman, “A holistic framework
for TQM in the software industry: A confirmatory factor analysis
approach”, The Quality management journal, vol. 11, no.3, pp. 35. 2004.
[22] F. Vouzas, and A.G. Psychogios, “Assessing manager’s awareness of
TQM”, The TQM Magazine, vol.19, no.1, pp.62-75, 2007.
[23] C. Sanchez-Rodriguez, and R.A. Martinez- Lorente, “Effect of IT and
quality management on performance. Industrial Management & Data
Systems, vol.111, pp.830-848, 2011.
[24] M. Gupta, and A. Kohli, “Enterprise resource planning systems and its
implications for operations function”, Technovation, vol.26, no.5,
pp.687-96, 2006.
[25] R. Al-Aomar, B. El-Khasawneh, and S. Obaidat, “Incorporating time
standards into generative CAPP: a construction steel case study”,
Journal of Manufacturing Technology Management, vol. 24, no.1, pp.
95-112, 2013.
[26] C. Shuai, G. Xiao, S.Z. Ni, and J. Zhong, “Application of computer
aided-engineering optimum design method in aluminium profile
extrusion mould”, Journal of Central South University of Technology,
vol.10, no.1, pp.64-68,2003.
[27] N.M. Zakuan, S.M. Yusof, T. Laosirihongthong, and A.M. Shaharoun,
“Proposed relationship of TQM and organizational performance using
structured equation modeling”, Total Quality Management and Business
Excellence, vol.21, no.2, pp.185-20, 2010.
[28] C. Sanchez-Rodriguez, W.F. Dewhurst, and R.A. Martinez-Lorente, “IT
use in supporting TQM initiatives: an empirical investigation”,
International Journal of Operations and Production Management,
vol.26, no.5, pp.486-504, 2006.
[29] Saaty, T.L., 1996. Multicriteria Decision Making. RWS Publications,
Pittsburgh, PA.
[30] Satty, T.L. The Analytic Hierarchy Process. New York, NY, McGraw-
Hill: 1980.
[31] G.H. Saad, “Strategic performance evaluation: Descriptive and
perspective analysis”, Industrial Management and Data Systems,
vol.101, no.2, pp.390-399, 2001.
[32] F. Talib, Z. Rahman, and M.N. Quershi, “Prioritizing the practices of
total quality management: An analytic process analysis for the service
industries”, Total Quality Management & Business Excellence, vol. 22,
no.12, pp.1331-1351, 2011 a.
[33] R.K. Singh, “Prioritizing the factors for coordinated supply chain using
analytic hierarchy process”, Measuring Business Excellence, vol.17,
no.1, pp.80-98, 2013.
[34] W.K. Law, A.H.S. Chan, and K.F. Pun, “Prioritising the safety
management elements: A hierarchical analysis for manufacturing
enterprises”, Industrial Management and Data Systems, vol.106, no.6,
pp.778-792, 2006.
[35] T.C.T. Chan, and K. -S. Chin, “Key factors of strategic sourcing: An
empirical study of the Hong Kong toy industry”, Industrial Management
and Data Systems, vol.107, no.9, pp.1391-1416, 2007.
[36] M. Koilakuntla, S.V. Patyal, S. MOodgil, and P. Ekkuluri, “A research
study on estimation of TQM ‘factor ratings’ through analytical hierarchy
process”, Emerging Market Queries in Finance and Business, vol. 3,
pp.55-61, 2012.
[37] H.- J. Chein, and S. Barthorpe, “Using Analytic Hierarchy Process to
analyse the critical success factors for performance management of the Taiwanese Veterans Home”, International Journal of applied science
technology, vol. 3, no. 7, pp.48-63, 2013.
[38] W.G. Lewis, K.F. Pun, and T.R.M Lalla, “An AHP based study of TQM
benefits in ISO 9001 CERTIFIED SMEs in Trinidad and Tobago”, The
TQM Magazine, vol. 17, no.6, pp.558-572, 2005.
[39] M.K. Sagar, and A.K. Tomar, “Ranking critical success factors of total
quality management”, In 2014 Proceeding of IRAJ International
conferences, Bangkok.
[40] S. Khanam, J. Siddiqui, and F. Talib, “Role of Information Technology
in Total Quality Management: A Literature Review”, International
Journal of Advanced Research in Computer Engineering &Technology,
vol. 2, no.8, pp. 2433-2445, 2013.
[41] S. Khanam, J. Siddiqui, and F. Talib, “Modelling the TQM enablers and
IT resources in the ICT industry: An ISM-MICMAC approaches”,
International Journal of Information System and Management, to be
published.
[42] P. Thareja, D.D. Sharma and P.B. Mahapatra, “Total Quality
Management-A Development Perspective”, Journal of Production
Research & Management, vol.1, no.1, pp.34-52, 2011.
[43] (TeliaSonera, 2007), Annual Report (Online) Available:
http://www.teliasonera.com/aboutteliasonera/csr/_enviornment
(February 14, 2008).
[44] G.S. Sureshchander, C. Rajendran, and R.N. Anatharaman, “A holistic
model for total quality service”, International Journal service industry
Management, vol.12, pp.378-412, 2001.
[45] G.S. Sureshchander, C. Rajendran, and R.N. Anatharaman, “The
relationship between management’s perception of total quality service
and customer perceptions of service quality”, Total Quality
Management, vol.13, pp.69-88, 2002.
@article{"International Journal of Business, Human and Social Sciences:70195", author = "Suby Khanam and Jamshed Siddiqui and Faisal Talib", title = "Prioritising the TQM Enablers and IT Resources in the ICT Industry: An AHP Approach", abstract = "Total Quality Management (TQM) is a managerial
approach that improves the competitiveness of the industry,
meanwhile Information technology (IT) was introduced with TQM
for handling the technical issues which is supported by quality
experts for fulfilling the customers’ requirement. Present paper aims
to utilise AHP (Analytic Hierarchy Process) methodology to
priorities and rank the hierarchy levels of TQM enablers and IT
resource together for its successful implementation in the Information
and Communication Technology (ICT) industry. A total of 17 TQM
enablers (nine) and IT resources (eight) were identified and
partitioned into 3 categories and were prioritised by AHP approach.
The finding indicates that the 17 sub-criteria can be grouped into
three main categories namely organizing, tools and techniques, and
culture and people. Further, out of 17 sub-criteria, three sub-criteria:
top management commitment and support, total employee
involvement, and continuous improvement got highest priority
whereas three sub-criteria such as structural equation modelling,
culture change, and customer satisfaction got lowest priority. The
result suggests a hierarchy model for ICT industry to prioritise the
enablers and resources as well as to improve the TQM and IT
performance in the ICT industry. This paper has some managerial
implication which suggests the managers of ICT industry to
implement TQM and IT together in their organizations to get
maximum benefits and how to utilize available resources. At the end,
conclusions, limitation, future scope of the study are presented.", keywords = "Analytic Hierarchy Process, Information
Technology, Information and Communication Technology,
Prioritization, Total Quality Management.", volume = "9", number = "5", pages = "1758-8", }
