English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Plus monthly

Global: Zendy Tools annual

Global: Zendy Tools monthly

Global: Zendy Free Plan

Despite the fact that total quality management (TQM) philosophy, approach and practices have widely been adopted by a substantial number of organizations in the last decades, the evidence of its positive influence on organizational-level and individual-level performance variables is somewhat mixed (Choi & Behling, 1997; Coyle-Shapiro & Morrow, 2003). When it comes to explaining why TQM initiatives succeed or fail, usually the elements, such as process management, implementation issues, training, top management support, as well as technical and cultural issues, have been cited (e.g. Reger et al., 1994). However, since TQM has been defined as a system level management approach (Sitkin, Sutcliffe & Schroeder, 1994), varying attitudes and behaviors of individual employees, as well as the specific factors that may differentially effect individual variability, have seldom been considered and have not been emphasized in TQM literature (Coyle-Shapiro & Morrow, 2003).

The Role of Person-Organization Fit in TQM: Influence of Values and Value Congruence on TQM Orientation