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  • David Et Al. (1997) : Kriengsak Et Al. (2017) Examine The Relationship Between Organizational Culture (OC)

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    1. David et al. (1997) concluded that management commitment to quality and continuous quality improvement is important, and that total quality management must be a philosophy that permeates an organization. Quality assurance and control must be distinct in the construction process, and project requirements define quality. 2. Kriengsak et al. (2017) examined the relationship between organizational culture, total quality management, and organizational performance in Vietnamese construction firms. They found that TQM implementation positively impacts performance, and organizational culture can support TQM application. 3. Tan et al. (2011) studied quality management practices, commitment, and problems in Malaysian construction projects. They found that total quality management is not common and traditional methods are

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    1. David et al. (1997) concluded that management commitment to quality and continuous quality improvement is important, and that total quality management must be a philosophy that permeates an organization. Quality assurance and control must be distinct in the construction process, and project requirements define quality. 2. Kriengsak et al. (2017) examined the relationship between organizational culture, total quality management, and organizational performance in Vietnamese construction firms. They found that TQM implementation positively impacts performance, and organizational culture can support TQM application. 3. Tan et al. (2011) studied quality management practices, commitment, and problems in Malaysian construction projects. They found that total quality management is not common and traditional methods are

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    11 views2 pages

    David Et Al. (1997) : Kriengsak Et Al. (2017) Examine The Relationship Between Organizational Culture (OC)

    Uploaded by

    Yonas D. Ebren
    1. David et al. (1997) concluded that management commitment to quality and continuous quality improvement is important, and that total quality management must be a philosophy that permeates an organization. Quality assurance and control must be distinct in the construction process, and project requirements define quality. 2. Kriengsak et al. (2017) examined the relationship between organizational culture, total quality management, and organizational performance in Vietnamese construction firms. They found that TQM implementation positively impacts performance, and organizational culture can support TQM application. 3. Tan et al. (2011) studied quality management practices, commitment, and problems in Malaysian construction projects. They found that total quality management is not common and traditional methods are

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    of 2

    David et al.

    (1997) Concluded that management commitment to quality and to


    continuous quality improvement is very important.in their ironic study total quality
    management concepts is a culture and philosophy that must permeate an organization as
    the method of management. According to their study quality assurance and quality
    control must have a clear distinction in the construction process. And the project
    requirements are labeled as a key factor that defines quality. Generally accepted elements
    of total quality management and construction industry specific factors that affect the
    quality of the process of building project have been identified and briefly discussed. And
    based on the outcome of the study, they gave some recap directions to managers and
    company administrators to reconsider in their quality sy7stems such as managerial
    commitment, team work, training, statistical methods and identifying the owner’s
    requirement [1]

    Kriengsak et al. (2017) examine the relationship between organizational culture (OC)
    and Total Quality Management (TQM), and the influence of TQM implementation on
    organizational performance improvement within Vietnamese construction industry
    context. A quantitative research employing a survey method was selected for their study.
    Based on the survey sample of 104 respondents employed in construction firms in
    Vietnam, Vietnamese construction firms are dominated by clan and hierarchy cultures
    rather than adhocracy and market cultures according to Competing Value Framework
    (CVF) of OC classification. The study confirmed the significant and positive relationship
    between TQM implementation and organizational performance improvement. And based
    on their study, they concluded that, in overall OC of Vietnamese construction firms could
    provide a supportive environment for TQM application and implementation [2]

    Tan et al. (2011) showed the practices of quality management, management commitment
    in quality management, and quality management implementation problems in
    construction projects in the context of Malaysian construction industry. They applied
    semi-structured interview approach with twelve project management practitioners to
    provide an insight on the state of quality management in the construction process in
    Malaysia. And based on their research they found that total quality management in not
    common practice and most of reactionaries use traditional methods such as experiments
    and inspections. The limitation of their study was they take too small sample and the
    authors had not control to ensure the most appropriate person was assigned by each
    company to be interviewed. And they suggest that their research should to be further
    investigated as other part of the doctorate research [3]
    1. David Arditi and H Murat Gunaydin (1997) “Total quality
    management in the construction process”, International Journal of
    Project Management, Vol. 15, No. 4, pp: 235-243
    2. Kriengsak Panuwatwanich, Thanh Tung Nguyen (2016), “Influence of Total
    Quality Management on Performance of Vietnamese Construction Firms”,
    7th International Conference on Engineering, Project, and Production
    Management, Procedia Engineering ,182 ( 2017 ), PP: 548 – 555
    3. Tan Chin-Keng, Hamzah (2011) , “Study of Quality Management in
    Construction Projects’’, Chinese Business Review, ISSN: 1537-1506 July
    2011, Vol. 10, No. 7, PP: 542-552

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