| Reference |
CSFs Proposed and Main Outcome |
| Aquilani et al. (2017) |
Identified the ten most important CSFs in Quality Management: Leadership, Customer Focus, Training and Education, Measurement and Systems, Supplier Collaboration, Process Management, Continuous Improvement, TQM as a Strategic Issue, Culture, and Employee Commitment. |
| Jehangiri (2017) |
Highlights the CSFs that should be applied holistically to make good use of TQM and the need to link CSFs to organizational performance to achieve TQM implementation success. |
| Sangwa & Sangwan (2017) |
Proposed an integrated performance measurement framework to measure the effect of lean implementation throughout all functions. Seven categories, manufacturing process, new product development (NPD), human resource management, finance administration, customer management and supplier management have been divided into 26 performance dimensions and for each one Key Performance Indicators (KPIs) have been identified to measure lean performance. |
| Bajaj et al. (2018) |
Provided a thorough literature survey of a period of twenty years and an analysis of more than thirty CSFs and their categories. |
| Dahlgaard et al. (2018) |
Research results showed the core values and components of TQM are implemented through implementation of Excellence Models. TQM includes earlier management theories and considers quality management policies, strategic vision, mission and their corresponding deployment through holistic frameworks. |
| Igbal & Asrar-ul- Hq (2018) |
Research findings reveal that there is a significant relationship between TQM practices and employees performance with a mediating role of Individual Change Readiness (ICR). |
| Carnerud & Bäckström (2019) |
Presented four decades of research in seven main topics: Service quality and customer satisfaction; Process design and control; (International Organization for Standardization) ISO certification and standards; TQM implementation performance and culture; QM practices and performance; Reliability, costs, failure, and problems; and Excellence, quality awards. |
| Dahlgaard et al. (2019) |
Highlighted the need for continuous adjustment of the QM maturity frameworks which should approach QM in a holistic manner based on tools and techniques suited to knowledge-intensive organizations. A more serious effort should be undertaken on the links of QM with organizational resources. |
| García-Alcaraz et al. (2019) |
Proposed a model which relates three critical success factors (CSF). It presented that managerial commitment is the most important variable for TQM while it depends on the role of the quality department and quality policies in order to achieve customer satisfaction. |
| Glykas (2019b) |
Introduces the Glykas Quality Compass (GQC) and maps all quality initiatives in an organization, classifying them into four main categories: Philosophy, Standards, Methodologies and Awards of Excellence. |
| Gunasekaran et al. (2019) |
Focuses on quality and financial statements, models, people models and technological perspectives through ten high quality studies. Points out the importance of the human factor in quality management per industrial revolution and its connection to the technological revolution over time. |
| Krajcsák (2019) |
Presented a framework with motivational strategies and motivation for employee commitment and successful TQM implementation. |
| Beraldin et al. (2020) |
Survey data analyses support that employee involvement for continuous improvement has a significant indirect effect on organizational outcomes through JIT and TQM which is not moderated by production repetitiveness. The results of the research contribute to a better understanding of the mechanisms through which employee involvement for continuous improvement affect organizational outcomes. |
| Negron (2020) |
Stressed the need for two major distinctions of CSFs-practices: infrastructure Practices (strategy, human resources, leadership, and supplier quality), core practices (process, information analysis, customer) that both contribute to achieving operational performance (performance relationship). Negron also concluded that there is a need for an integrated approach to QM maturity frameworks that involve more than one QM perspectives like TQM, Six Sigma, Standards and Excellence Awards. |
| Nur Shafiqah et al. (2020) |
Based on a comprehensive literature review, seven constructs had been identified for the CSF of QTT implementation:Management Responsibility and Leadership, People Management, Customer Management, Supplier Management, Quality in Design and Process, Measurement, analysis and feedback, Resource Management. |
| Barbu et al. (2019) |
Analyzed the CSFs of organizational performance and classified them to QM perspectives. |
| Calvo-Mora et al. (2020) |
Developed a causal-predictive analysis of the relationships between soft and strategic-hard EFQM factors and the organizational results (customers, people, and society and key results). The results confirm that soft and strategic-hard EFQM factors constitute a socio-technical system in which there are multiple direct and indirect relationships, between these factors and the results. |
| Cavallone & Palumbo (2021) |
Proposed a model with the effects of employees' involvement as a part of the soft side of TMQ. Training activities and motivation measures will empower employees and sustaining their self-efficacy to improve work processes and develop new ideas for enhancing the organizational value creation capability and establish their commitment to organizational excellence. |
| Hsu et al. (2021) |
By reviewing surveys published between 2010 -2019, demonstrated the feasibility of using Self-Organizing Map (SOM), identifies after 2010 new themes that include BE framework, innovation, training, team and design. Emphasizes TQM's dominance in service quality, ISO, innovation and learning. Results show that BE doesn’t replace TQM but they are more like similar ideas. |
| Kulenović & Veselinovic (2021) |
Identified six main CSFs: management leadership, customer focus, training, procurement management, information and analysis, process management and four auxiliary: cross cutting quality themes, strategic planning, product/service design and continuous improvement. |
| Para-González et al. (2021) |
Proposed a model for QM maturity practices for EFQM. Have identified nine CSFs: Leadership, Strategy, Personnel, Alliances, Processes, People, Customers, Society, Key Performance. |
| Vihari et al. (2021) |
Through empirical research it presents the positive effect of Soft (TQM) practices on employee work role performance in the manufacturing sector of United Arab Emirates. |
| Vihari et al. (2021) |
Through empirical research it presents the positive effect of Soft (TQM) practices on employee work role performance in the manufacturing sector of United Arab Emirates. |
