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Purpose The purpose of this paper is to explore the relationships between “soft” and “hard” TQM elements and quality management results. Design/methodology/approach Empirical data were drawn from 370 Greek companies using the questionnaire method. Confirmatory Factor Analysis was used to examine constructs' reliability and validity, while the relationships between them were examined through Structural Equation Modelling. Findings The study proved that quality improvement and the consolidation of the company's market position are influenced mainly by adopting “soft” TQM elements and secondarily “hard” TQM elements. Research limitations/implications The fact that the study was based on quality managers' perceptions and the participation of companies from all sectors creates limitations, but also future research orientations. Practical implications To achieve benefits and obtain a competitive advantage, which is of major importance for the sustainability of a company, quality design, control and improvement tools are not enough and the adoption of a TQM culture is primarily required. Originality/value The study describes in a reliable and valid way a model which consists of “soft” and “hard” TQM elements and quality management results.
Fotopoulos et al. (Fri,) studied this question.