Main Article Content

ปาณิสรา จรัสวิญญู
ฉัตรชนก จรัสวิญญู


This research aims to study the structural relationships of core values and operation process affecting performance of industrial business in Kamphaeng Phet Province. The research sample consisted of 364 industrial factories in Kamphaeng Phet provice. The employed research instrument was a questionnaire. The collected data were analyzed with the use of descriptive statistics and partial least square (PLS) technique to investigate the structural equation model. The results reveal that the core value is at the high level, while the operation process and the business performanc are at the moderate level. In addition, the core value has direct and indirect effects on the business performance by passing through the operation process. Moreover the operation process has a direct effect on the business performance. The analysis of structural equation model shows that the operation process has the greatest effect on business performance (0.63) while the core value has a high effect on the operation process (0.60) and has a little effect on the business performance (0.56), all of which are at the 0.01 statistical significance level.


Download data is not yet available.

Article Details

How to Cite
Research Article


Agus, A. (2005). The structural linkages between TQM, product quality performance, and business performance: preliminary empirical study in electronics companies. Singapore Management Review, 27(1), 87-105.

Al-Damen, R. A. (2017). The impact of Total Quality Management on organizational performance: Case of Jordan Oil Petroleum Company. International Journal of Business and Social Science, 8(1), 192-202.

Badri, M. A., Selim, H., Alshare, K., Grandon, E. E., Younis, H. & Abdulla, M. (2006). The Baldrige education criteria for performance excellence framework: Empirical test and validation. International Journal of Quality & Reliability Management, 23(9), 1118-1157.

Baird, K., Jia Hu, K. & Reeve, R. (2011). The relationships between organizational culture, total quality management practices and operational performance. International Journal of Operations & Production Management, 31(7), 789-814.

Division of the Industrial factory. (2017). Factory Information. Retrieved July 9, 2017, from [In Thai]

Evans, B. (2005). Best way to improve your performance: improve how you impart core values. Handbook of Business Strategy, 6(1), 315-319.

Feng, J., Prajogo, D. I., Tan, K. C. & Sohal, A. S. (2006). The impact of TQM practices on performance: A comparative study between Australian and Singaporean organizations. European Journal of Innovation Management, 9(3), 269-278.

Hair, J. F., Black, W. C., Babin, B. J. & Anderson, R. E. (2010). Multivariate data analysis (7th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.

Hair, Jr., J. F., Hult, G. T. M., Ringle, C. & Sarstedt, M. (2013). A primer on partial least squares structural equation modeling (PLS-SEM). London: SAGE Publications.

Hansson, J. & Klefsjö, B. (2003). A core value model for implementing total quality management in small organisations. The TQM Magazine, 15(2), 71-81.

Idris, F. (2011). Total quality management (TQM) and sustainable company performances: Examining the relationship in Malaysian frms. International Journal of Business and Society (IJBS), 12(1), 31-52.

Ingelsson, P., Eriksson, M. & Lilja, J. (2012). Can selecting the right values help TQM implementation?A case study about organisational homogeneity at the Walt Disney Company. Total Quality Management, 23(1), 1-11.

Jabnoun, N. & Sedrani, K. (2005). TQM, culture, and performance in UAE manufacturing frms. Quality management Journal, 12(4), 8-20.

Jin, K. G. & Drozdenko, R. G. (2010). Relationships among perceived organizational core values, corporate social responsibility, ethics, and organizational performance outcomes: An empirical study of information technology professionals. Journal of Business Ethics, 92(3), 341-359.

Joiner, T. A. (2007). Total quality management and performance: The role of organization support and co-worker support. International Journal of Quality & Reliability Management, 24(6), 617-627.

Karani, S. R. & Bichanga, W. O. (2012). Effects of Total Quality Management implementation on business performance in service institutions: A case of Kenya Wildlife Services. International Journal of Research Studies in Management, 1(1), 59-76.

Kumar, V., Choisne, F., de Grosbois, D. & Kumar, U. (2009). Impact of TQM on company’s performance. International Journal of Quality & Reliability Management, 26(1), 23-37.

Lau, R. S. M., Zhao, X. & Xiao, M. (2004). Assessing quality management in China with MBNQA criteria. International Journal of Quality & Reliability Management, 21(7), 699-713.

Lee, C., Lee, T. & Chang, C. (2001). Quality/productivity practices and company performance in China. International Journal of Quality & Reliability Management, 18(6), 604-625.

Lin, C. & Chang, S. (2006). Exploring TQM’s impact on the causal linkage between manufacturing objective and organizational performance. Total Quality Management and Business Excellence, 17(4), 465-484.

Mathis, R. L. & Jackson, J. H. (1999). Human Resource Management (9th ed.). Australia: South-western College.

Maull, R. B. P. & Cliffe, R. (2001). Organisational culture and quality improvement. International Journal of Operations & Production Management, 21(3), 302-326.

Mohammad, M. R. A. (2006). The impact of organizational culture on the successful implementation of total quality management. The TQM Magazine, 18(6), 606-625.

Prajogo, D. I. (2005). The comparative analysis of TQM practices and quality performance between manufacturing and service frms. International Journal of Service Industry Management, 16(3), 217-228.

Rovinelli, R. J. & Hambleton R. K. (1977). On the use of content specialists in the assessment of criterion referenced test item validity. Dutch Journal of Educational Research, 2, 49-60.

Sahoo, S. & Yadav, S. (2018). Total Quality Management in Indian Manufacturing SMEs. Procedia Manufacturing, 21, 541-548.

Sharma, M. & Kodali, R. (2008). TQM implementation elements for manufacturing excellence. The TQM Journal, 20(6), 599-621.

Sondakh, O. (2016). The Effect of Strategic Planning and Quality Culture on Employee Performance toward TQM Implementation in Indonesian Gas Company. International Journal of Management and Applied Science, 2(10), 186-191.

Talwar, B. (2009). Comparative study of core values of excellence models vis-a`-vis human values. Measuring Business Excellence, 13(4), 34-46.

Tan, K. C. (2002). A comparative study of 16 national quality awards. The TQM Magazine, 14(3), 165-171.

Tanninen, K., Puumalainen, K. & Sandström, J. (2010). The power of TQM: Analysis of its effects on proftability, productivity and customer satisfaction. Total Quality Management, 21(2), 171-184.

Thailand Productivity Institute. (2012). TQA Criteria for Performance Excellence 2012-2013. Bangkok: Phongwarin Printing. [in Thai]

_____. (2015). TQA: Criteria for Performance Excellence Framework 2016-2017. Bangkok: Eastern Printing. [in Thai]

Ul Hassan, M., Mukhtar, A., Qureshi, S. U. & Sharif, S. (2012). Impact of TQM Practices on Firm’s Performance of Pakistan’s Manufacturing Organizations. International Journal of Academic Research in Business and Social Sciences, 2(10), 232-259.

Valmohammadi, C. (2011). The impact of TQM implementation on the organizational performance of Iranian manufacturing SMEs. The TQM Journal, 23(5), 496-509.

Yunis, M., Jung, J. & Chen, S. (2013). TQM, strategy, and performance: a frm-level analysis. International Journal of Quality & Reliability Management, 30(6), 690-714.