| Soft TQM, hard TQM, and organizational performance relationships: an empirical investigation | Workforce commitment, shared vision, customer focus, use of teams, cooperative supplier relations, JIT, technology utilization, continuous improvement. |
| The relationship between TQM practices, quality performance, and innovation performance: An empirical examination. | Leadership, customer focus, information and analysis, people management, process management, strategic planning. |
| The link between total quality management practice and organisational performance | Leadership, customer focus, information and analysis, process management, people management, strategic planning management. |
| Critical factors and performance measures of TQM | Top management commitment, quality measurement and benchmarking, process management, product design, employee training, employee empowerment, customer involvement, supplier management. |
| The impact of TQM practices on performance: A comparative study between Australian and Singaporean organizations | Leadership, HRM, customer focus, process management. |
| Relationship between TQM and Performance of Singapore Companies. | Top management, employee empowerment, employee involvement, customer focus, quality improvement. |
| The relationship between total quality management practices and organizational performance in service organizations. | Top management commitment, employee involvement, training, supplier quality, quality cost, service design, quality techniques, benchmarking, customer satisfaction. |
| The relationship between total quality management practices and operational performance. | Leadership, HRM, customer focus. |
| The effect of TQM on organizational performance: empirical evidence from the textile sector of a developing country using SEM. | Leadership, process management, HRM, strategic planning. |
| TQM Practices & Organizational Performance: Evidence from Pakistani SMEs. | Top management commitment, customer focus, supplier relationships, employee involvement, employee empowerment, benchmarking, work environment. |
| Total Quality Management, Market Competition and Organizational Performance. | Customer focus, product design. |
| The impact of “soft” and “hard” TQM elements on quality management results. | Adoption of hard and soft TQM will improve organization performance |
| Impact of TQM Practices on Firm’s Performance of Pakistan’s Manufacturing Organizations | Commitment to quality, employee involvement, customer focus, fact-based management, process monitoring and control, incentive and recognition system, continuous improvement. |
| A comparative study of TQM practice and organizational performance of SMEs with and without ISO 9000 certification. | Leadership, Information and analysis, strategic planning, people management, customer focus, processes/products services. |
| The influence of total quality management toward organization performance | Customer focus, continuous improvement, strategic planning, employee involvement. |