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Impacto competitivo de las herramientas para la gestión de la calidad
16 references·0 citing·41 second hop
Impacto competitivo de las herramientas para la gestión de la calidad (2009)Impacto competitivo de las herramientas p…The impact of “soft” and “hard” TQM elements on quality management results (2009)The impact of “soft” and “har…Quality tools and techniques: Are they necessary for quality management? (2003)Quality tools and techniques:…Does ISO 9000 certification improve business performance? (2003)Does ISO 9000 certification i…ISO 9000 series ‐ Certification and performance (2001)ISO 9000 series ‐ Certificati…A comparative study of TQM practice and organisational performance of SMEs with and without ISO 9000 certification (2001)A comparative study of TQM pr…WHY FIRMS SEEK ISO 9000 CERTIFICATION: REGULATORY COMPLIANCE OR COMPETITIVE ADVANTAGE? (1999)WHY FIRMS SEEK ISO 9000 CERTI…Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives (1999)Cutoff criteria for fit index…The partial least squares approach for structural equation modeling. (1998)The partial least squares app…Modern Methods for Business Research (1998)Modern Methods for Business R…Does Implementing an Effective TQM Program Actually Improve Operating Performance? Empirical Evidence from Firms That Have Won Quality Awards (1997)Does Implementing an Effectiv…Total quality management as competitive advantage: A review and empirical study (1995)Total quality management as c…Structural Equation Modeling with EQS and EQS/WINDOWS: Basic Concepts, Applications, and Programming (1994)Structural Equation Modeling …What is total quality control the japanese way (1985)What is total quality control…The Reliability and Validity of Key Informant Data from Dyadic Relationships in Marketing Channels (1982)The Reliability and Validity …The Reliability and Validity of Key Informant Data from Dyadic Relationships in Marketing Channels (1982)The Reliability and Validity …Quality-Control Handbook. (1952)Quality-Control Handbook.The Problem of Social Cost (1960)The Market for "Lemons": Quality Uncertainty and the Market Mechanism (1970)Job Market Signaling (1973)INTERNATIONAL DIFFUSION OF ISO 14000 CERTIFICATION (2001)Achieving competitive advantage through implementing a replicable management standard: Installing and using ISO 9000 (2005)Linking supply chain strength to sustainable development: a country-level analysis (2008)Significance tests and goodness of fit in the analysis of covariance structures. (1980)Comparative fit indexes in structural models. (1990)Alternative Ways of Assessing Model Fit (1992)Fit indices in covariance structure modeling: Sensitivity to underparameterized model misspecification. (1998)Evaluating the Fit of Structural Equation Models: Tests of Significance and Descriptive Goodness-of-Fit Measures (2003)Sensitivity of Goodness of Fit Indexes to Lack of Measurement Invariance (2007)An Instrument for Measuring the Critical Factors of Quality Management (1989)The Modern Industrial Revolution, Exit, and the Failure of Internal Control Systems (1993)The Impact of Quality Management Practices on Performance and Competitive Advantage (1995)Service Quality, Profitability, and the Economic Worth of Customers: What We Know and What We Need to Learn (2000)LEAN AND GREEN? AN EMPIRICAL EXAMINATION OF THE RELATIONSHIP BETWEEN LEAN PRODUCTION AND ENVIRONMENTAL PERFORMANCE (2001)Contingency research in operations management practices (2008)Coefficient Alpha and the Internal Structure of Tests (1951)Firm Resources and Sustained Competitive Advantage (1991)Is the Resource-Based "View" a Useful Perspective for Strategic Management Research? (2001)Lean manufacturing: context, practice bundles, and performance (2002)Firm resources and sustained competitive advantage (2004)A Paradigm for Developing Better Measures of Marketing Constructs (1979)Evaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)Estimating Trait, Method, and Error Variance: Generalizing across 70 Construct Validation Studies (1987)Network competence (2003)Cross-Sectional versus Longitudinal Survey Research: Concepts, Findings, and Guidelines (2008)BEYOND SELF-MANAGEMENT: ANTECEDENTS AND CONSEQUENCES OF TEAM EMPOWERMENT. (1999)Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited (2003)An assessment of the use of partial least squares structural equation modeling in marketing research (2011)PLS-SEM: Indeed a Silver Bullet (2011)A new criterion for assessing discriminant validity in variance-based structural equation modeling (2014)User Acceptance of Information Technology: Toward A Unified View1 (2003)When to use and how to report the results of PLS-SEM (2018)Process Capability Indices. (1995)On theory in operations management (1998)THE LAW OF CRIME CONCENTRATION AND THE CRIMINOLOGY OF PLACE* (2015)On the Assessment of Situational Intrinsic and Extrinsic Motivation: The Situational Motivation Scale (SIMS) (2000)The revised two‐factor Study Process Questionnaire: R‐SPQ‐2F (2001)Flourishing Across Europe: Application of a New Conceptual Framework for Defining Well-Being (2011)
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References

  • 1999Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives108,592 cited
  • 1998The partial least squares approach for structural equation modeling.12,728 cited
  • 1998Modern Methods for Business Research6,534 cited
  • 1952Quality-Control Handbook.2,849 cited
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  • 1999WHY FIRMS SEEK ISO 9000 CERTIFICATION: REGULATORY COMPLIANCE OR COMPETITIVE ADVANTAGE?426 cited
  • 2009The impact of “soft” and “hard” TQM elements on quality management results404 cited
  • 2001ISO 9000 series ‐ Certification and performance334 cited
  • 2001A comparative study of TQM practice and organisational performance of SMEs with and without ISO 9000 certification292 cited
  • 1982The Reliability and Validity of Key Informant Data from Dyadic Relationships in Marketing Channels

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270 cited
  • 2003Does ISO 9000 certification improve business performance?246 cited
  • 2003Quality tools and techniques: Are they necessary for quality management?222 cited
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