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Achieving Competitive Advantage through Quality Management.

By: Peris-Ortiz, Marta.
Contributor(s): Álvarez-García, José | Rueda-Armengot, Carlos.
Material type: TextTextSeries: eBooks on Demand.Publisher: Cham : Springer International Publishing, 2015Description: 1 online resource (312 p.).ISBN: 9783319172514.Subject(s): Quality control -- Auditing | Quality control -- ManagementGenre/Form: Electronic books.Additional physical formats: Print version:: Achieving Competitive Advantage through Quality ManagementDDC classification: 650 Online resources: Click here to view this ebook.
Contents:
Foreword; Contents; Chapter 1: Benefits of Implementing a Quality Management System in Spanish Thalassotherapy Centres; 1.1 Introduction; 1.2 Theoretical Background; 1.3 Methodology; 1.3.1 Sample; 1.3.2 Questionnaire and Measures; 1.4 Data Analysis; 1.5 Conclusions; References; Chapter 2: TQM and Innovation: Controversial Issues Surrounding the Impact of Formalization over Radical Innovation; 2.1 Introduction; 2.2 Claims that Process Management and Formalization Hinder Innovation; 2.2.1 Process Management Fosters Linear Thinking; 2.2.2 Error Prevention and Risk Avoidance
2.2.3 Efficiency versus Slack Resources2.2.4 Competence Traps for the Firm in Current Products and Processes; 2.3 Arguments for a Positive Relationship between Quality Management and Innovation; 2.3.1 Process Management can be Configured in a Flexible and Enabling Way; 2.3.2 Close Relations with Customers and Suppliers as a Channel to Generate New Ideas; 2.3.3 Training Employees at All Levels: Cooperation and Teamwork Nurture Innovative Behavior; 2.3.4 Incremental Innovation as a Platform for Radical Innovation; 2.4 Discussion and Managerial Implications; 2.5 Conclusions and Future Research
ReferencesChapter 3: Excellence in Tourism Destinations; 3.1 Introduction; 3.2 Theoretical Background; 3.2.1 The Concept; 3.2.2 Fundamental Principles; 3.2.2.1 Leadership and Players' Involvement; 3.2.2.2 Management by Processes and Facts; 3.2.2.3 Differentiation and Authenticity; 3.2.2.4 Focus on People; 3.2.2.5 Partnership Development; 3.2.2.6 Social Responsibility; 3.2.2.7 Continuous Learning, Innovation and Improvement; 3.3 Methodology; 3.3.1 Excellence Model; 3.3.2 The Adaptation of the Model; 3.3.3 Validation of Model; 3.4 Results; 3.4.1 Model for Results: Tourists
3.4.2 Model for Results: Employees and Professionals3.4.3 Model for Results: Region; 3.4.4 Model for Results: Performance; 3.5 Conclusion; References; Chapter 4: Excellence and Organizational Institutionalization: A Conceptual Model; 4.1 Introduction; 4.2 Conceptual Framework; 4.2.1 Organizations and Institutional Theory; 4.2.2 Institutional Features; 4.2.2.1 Serve the Needs of Their Stakeholders; 4.2.2.2 Perform Responsible Management; 4.2.2.3 Promote Human Rights and Respect for Social Justice; 4.2.2.4 Perform a Job Recognized by Their Stakeholders
4.2.2.5 Possess Rules and Routines of Behavior4.2.2.6 Show an Ethical Conduct; 4.2.2.7 They Are Committed to Regulations; 4.2.2.8 Manage Change Properly; 4.2.2.9 Encourage Positive Impacts on the Environment; 4.2.2.10 Encourage Positive Impacts on Employees; 4.2.3 Clustering the Institutional Features: Methodology; 4.2.4 The EFQM Model and the Main Concepts of Excellence; 4.2.5 Conceptual Model and Research Propositions; 4.3 Conclusions and Further Lines of Research; 4.3.1 Further Lines of Research; References
Chapter 5: "Q for Tourism Quality" in the Spanish Tourism Tourist Accommodation Sector: Implementation and Results
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
Online
HF4999.2-6182 (Browse shelf) http://uttyler.eblib.com/patron/FullRecord.aspx?p=3567449 Available EBL3567449

Foreword; Contents; Chapter 1: Benefits of Implementing a Quality Management System in Spanish Thalassotherapy Centres; 1.1 Introduction; 1.2 Theoretical Background; 1.3 Methodology; 1.3.1 Sample; 1.3.2 Questionnaire and Measures; 1.4 Data Analysis; 1.5 Conclusions; References; Chapter 2: TQM and Innovation: Controversial Issues Surrounding the Impact of Formalization over Radical Innovation; 2.1 Introduction; 2.2 Claims that Process Management and Formalization Hinder Innovation; 2.2.1 Process Management Fosters Linear Thinking; 2.2.2 Error Prevention and Risk Avoidance

2.2.3 Efficiency versus Slack Resources2.2.4 Competence Traps for the Firm in Current Products and Processes; 2.3 Arguments for a Positive Relationship between Quality Management and Innovation; 2.3.1 Process Management can be Configured in a Flexible and Enabling Way; 2.3.2 Close Relations with Customers and Suppliers as a Channel to Generate New Ideas; 2.3.3 Training Employees at All Levels: Cooperation and Teamwork Nurture Innovative Behavior; 2.3.4 Incremental Innovation as a Platform for Radical Innovation; 2.4 Discussion and Managerial Implications; 2.5 Conclusions and Future Research

ReferencesChapter 3: Excellence in Tourism Destinations; 3.1 Introduction; 3.2 Theoretical Background; 3.2.1 The Concept; 3.2.2 Fundamental Principles; 3.2.2.1 Leadership and Players' Involvement; 3.2.2.2 Management by Processes and Facts; 3.2.2.3 Differentiation and Authenticity; 3.2.2.4 Focus on People; 3.2.2.5 Partnership Development; 3.2.2.6 Social Responsibility; 3.2.2.7 Continuous Learning, Innovation and Improvement; 3.3 Methodology; 3.3.1 Excellence Model; 3.3.2 The Adaptation of the Model; 3.3.3 Validation of Model; 3.4 Results; 3.4.1 Model for Results: Tourists

3.4.2 Model for Results: Employees and Professionals3.4.3 Model for Results: Region; 3.4.4 Model for Results: Performance; 3.5 Conclusion; References; Chapter 4: Excellence and Organizational Institutionalization: A Conceptual Model; 4.1 Introduction; 4.2 Conceptual Framework; 4.2.1 Organizations and Institutional Theory; 4.2.2 Institutional Features; 4.2.2.1 Serve the Needs of Their Stakeholders; 4.2.2.2 Perform Responsible Management; 4.2.2.3 Promote Human Rights and Respect for Social Justice; 4.2.2.4 Perform a Job Recognized by Their Stakeholders

4.2.2.5 Possess Rules and Routines of Behavior4.2.2.6 Show an Ethical Conduct; 4.2.2.7 They Are Committed to Regulations; 4.2.2.8 Manage Change Properly; 4.2.2.9 Encourage Positive Impacts on the Environment; 4.2.2.10 Encourage Positive Impacts on Employees; 4.2.3 Clustering the Institutional Features: Methodology; 4.2.4 The EFQM Model and the Main Concepts of Excellence; 4.2.5 Conceptual Model and Research Propositions; 4.3 Conclusions and Further Lines of Research; 4.3.1 Further Lines of Research; References

Chapter 5: "Q for Tourism Quality" in the Spanish Tourism Tourist Accommodation Sector: Implementation and Results

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