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Full Length Research Paper
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Simultaneous consideration
of contingency factors and quality management: An empirical
study of Serbian companies
V. K. Spasojević Brkić*, M.
M. Klarin, A. Dj. Brkić, V. J. Lučanin and D. D. Milanović
Faculty of
Mechanical Engineering, University of Belgrade, Kraljice
Marije 16, 11000 Belgrade, Serbia.
*Corresponding
author. E-mail:
vspasojevic@mas.bg.ac.rs. Tel: +381113302318. Fax:
+381113370364.
Accepted
11 November, 2010 |
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Abstract |
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The aim of the
present paper is to answer whether the QM concept is universal
or context-dependent, organic or mechanistic, and theoretical or
practical in its essence. The study examines the impact of
contingency factors on quality management in Serbian companies
in order to find out the possible causes of failure, that is
inadequate results of QM application and to recommend the
companies how to harmonize their context with TQM principles.
The starting point is that QM concept is not universally
applicable, but context-dependent, so this is the reason why a
model is assumed for relation between organizational contingency
factors – environment, demographic variables, strategy,
management style, organizational structure, technology applied,
and employees’ behavior, and QM critical factors. The model was
tested by the structural equation modeling method using the
sample of 111 Serbian industrial companies. Context-dependent
nature of QM concept has been proved by confirming basic
research hypotheses, through direct impact of organizational
structure and employees’ behavior, and by confirming accessory
hypotheses for indirect impact of other contingency factors,
such as environment, strategy, technology, and management style
in the model. Quality management is directly dependant of
mechanistic organizational structure
(relation strength 0.657)
and organic employees’ behavior
(relation strength 0.520).
The other contingency factors exert their influence indirectly
through mediation (the largest influence has strategy 0.500,
followed by demographic variables and management style 0.380,
then technology 0.240, and finally environmental factors -0.280
on lower level of significance). The results indicate that large
companies achieve solid results relatively easily in QM area,
while small- and medium-sized companies cannot achieve solid QM
practice through the pathway of demographic variables and
organizational structure. Therefore, it is recommendable for
SMEs to take the “alternative road” through clearly defined
strategy without risk elements, which further impacts technology
(so it can alleviate unfavorable environment impact) and
furthermore management style and employees’ behavior. Also, it
is noticeable that in more favorable environment the small-sized
companies will additionally strengthen technology impact and
thus achieve better QM practice. The present work also
indicates that it is needed to combine mechanistic and organic
principles, because high organizational structure with high
formalization and specialization is a feature of mechanistic
approach, while proactive behavior of employees with a strong
spirit of collectivism is a typical feature of organic type.
Key words:
Contingency factors, quality management factors, structural
equations modeling.
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