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<oai_dc:dc schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
<dc:title>Critical success factors for a total quality culture: A structural model</dc:title>
<dc:creator>Campos, Ana Cláudia</dc:creator>
<dc:creator>da Costa Mendes, Júlio</dc:creator>
<dc:creator>Silva, Joao Albino</dc:creator>
<dc:creator>Valle, Patrícia Oom do</dc:creator>
<dc:subject>Leadership</dc:subject>
<dc:subject>empowerment</dc:subject>
<dc:subject>information</dc:subject>
<dc:subject>communication</dc:subject>
<dc:subject>total quality culture</dc:subject>
<dc:subject>PLS</dc:subject>
<dc:subject>Liderança</dc:subject>
<dc:subject>empowerment</dc:subject>
<dc:subject>informação</dc:subject>
<dc:subject>comunicação</dc:subject>
<dc:subject>cultura da qualidade total</dc:subject>
<dc:subject>PLS</dc:subject>
<dc:description>Research on quality based on the cultural perspective claims that, more than an implementation of tools and techniques, quality is the outcome of cultural factors, namely organisational values and practices among which leadership and employee working patterns are of paramount importance. The development of a total quality culture is a strategic issue for the achievement of stakeholder satisfaction and business competitiveness in a highly demanding and uncertain business environment. In this research a model integrating the critical success factors for a total quality culture was tested in organisations of two subsectors of the tourism industry, using the SEM (Structural Equation Models with Latent Variables) approach by means of the PLS (Partial Least Squares) technique. Main findings corroborate that leadership and employee empowerment are key success factors for a total quality culture, thus reinforcing the principle that everyone in the organisation is responsible for quality. However, organisational information and communication practices were not found to be key success factors.</dc:description>
<dc:description>A investigação em torno da qualidade adotando a perspetiva cultural tem vindo a consolidar a noção de que aquela, mais do que fruto da aplicação de técnicas e ferramentas, é resultado de fatores de ordem cultural, como os valores e práticas organizacionais, de que ressaltam os da liderança e os subjacentes às formas de trabalho desenvolvidas em geral na organização e, em particular, pelos colaboradores. O desenvolvimento de uma cultura da qualidade total é entendido como fundamental no sentido de se alcançar a satisfação dos stakeholders e a competitividade do desempenho organizacional num ambiente de negócios simultaneamente muito exigente e incerto. Nesta investigação procurou-se testar um modelo que agrega um conjunto de fatores críticos de sucesso para a cultura da qualidade total, tomando como base de análise organizações de dois subsectores do turismo, alojamento e restauração, e recorrendo para o efeito ao método SEM (Structural Equation Models with Latent Variables) via abordagem PLS (Partial Least Squares). Os principais resultados corroboram a importância crítica da liderança e do empowerment numa cultura da qualidade total, reforçando, por conseguinte, o princípio segundo o qual ‘todos, na organização, são responsáveis pela qualidade’.</dc:description>
<dc:date>2014</dc:date>
<dc:type>text (article)</dc:type>
<dc:format>application/pdf</dc:format>
<dc:identifier>https://dialnet.unirioja.es/servlet/oaiart?codigo=4788841</dc:identifier>
<dc:identifier>(Revista) ISSN 2182-8458</dc:identifier>
<dc:identifier>(Revista) ISSN 2182-8466</dc:identifier>
<dc:source>Tourism & Management Studies, ISSN 2182-8466, null 10, Nº. 1, 2014 (Ejemplar dedicado a: TOURISM & MANAGEMENT STUDIES (ENGLISH)), pags. 7-15</dc:source>
<dc:language>eng</dc:language>
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</oai_dc:dc>