Sustainable Quality Management and Organizational Performance

Can sustainable quality management contribute to to performance

Sustainable Quality Management (SQM) and Organizational Performance

The study examines the impact of SQM on organizational performance, particularly in Slovenian organizations.

Conceptualizing SQM

Understanding the key components involved in sustainable quality management.

Green Development and Environmental Aspects

Incorporates energy efficiency and environmental protection as part of business operations (D'Souza et al., 2006; Hart, 2005).

Top Management Commitment

Management's responsibility in promoting sustainable development and innovation (Pujari et al., 2004).

Employee Support

Focus on employee well-being and development, increasing loyalty and innovation (McCowan et al., 1999; Bontis & Serenko, 2007).

CSR and Local Community Engagement

Investment in corporate social responsibility and benefiting the community (Guadamillas-Gómez et al., 2010).

SQM Impact on Non-Financial Performance

Assesses non-financial benefits of SQM on an organization's performance.

Employee Involvement

Higher employee engagement correlates with better stakeholder relationships and knowledge sharing (Uyar, 2009; Antony & Bhattacharyya, 2010).

Process Efficiency

Efficiency and effectiveness of processes enhanced by SQM (Carmeli & Tischler, 2004).

Stakeholder Satisfaction

SQM contributes positively to meeting stakeholder expectations (Boys et al., 2005).

SQM Impact on Financial Performance

Evaluates how SQM practices influence the financial aspects of an organization.

ROI and Market Value

Green development can lead to financial gains such as increased ROI (Hart & Ahuja, 1996; King & Lenox, 2000).

Investment Attraction

Organizations with strong SQM practices can attract more investments (Rao & Holt, 2006).

Methodology and Findings

Describes the research methodology and significant findings from the study.

Research Approach

Factor analysis and hierarchical regression used to study Slovenian organizations (Maletič et al.).

Key Findings

Management commitment and employee support are significant predictors of both non-financial and financial performance (Maletič et al.).

Summary of Conclusions and the Role of Sustainable Quality Management in Organizational Performance

Key Findings and Sustainable Quality Management Factors

Relationship Between SQM Factors and Organizational Performance

Implications for Organizations

Further Research and Limitations

Summarizing Research Approach

Overview of the approach taken to investigate sustainable quality management's impact on organizational performance.

Research Objective

To determine the role of sustainable quality management (SQM) in enhancing organizational performance.


Structured approach to gather and analyze data pertaining to SQM's influence on performance.

Data Collection

Sample Population

Statistical Analysis

Key Constructs

Identified primary factors contributing to SQM through exploratory analysis.

Factor Determination

Performance Measures


Documented findings on the relationship between SQM factors and organizational performance.

Significant Predictors

Regression Analysis


The study concludes that SQM elements when integrated into business can lead to enhanced performance.


Future Research

The need to expand the study internationally to validate findings across various business cultures.

CSR Concepts in Sustainable Quality Management Literature

Definition and Importance of CSR

CSR as a Competitive Advantage

CSR and Organizational Performance

CSR in the Context of Environmental Management

Implementation of CSR

Employee Support in Sustainable Quality Management and Its Impact on Organizational Performance

Employee Support as a Pillar of Sustainable Quality Management

Employee support is identified as a critical factor in the context of Sustainable Quality Management (SQM). The factor analysis in the provided study indicates that Employee Support is one of the four primary factors, highlighting its importance alongside green development, top management commitment, and CSR (Ali et al., 2010; Demirbag & Sahadev, 2008; Ferguson & Reio Jr, 2010). Employee support encompasses the well-being, continuous development of talents, loyalty, value, and encouragement for creativity and efficiency within the workforce (Ali et al., 2010; Ferguson & Reio Jr, 2010).

The Impact of Employee Support on Organizational Performance

Employee support is shown to have a significant positive relationship with non-financial performance measures, indicating that when employees are supported, it translates to enhanced performance throughout the organization (Ferguson & Reio Jr, 2010). Moreover, regression analysis reveals that employee support significantly predicts non-financial organizational performance, with positive correlates to stakeholder satisfaction, process efficiency, and employee trust in management (Bontis & Serenko, 2007; Carmeli & Tischler, 2004). While the study's results indicate a moderate impact on financial performance measures, the indirect effects through non-financial performance are apparent (Hart & Ahuja, 1996).

The Role of Top Management in Employee Support

The commitment of top management is integral to employee support. It fosters an organizational culture that allows for environmental improvements and encourages employee creativity and innovation (Pujari et al., 2004; Ramus, 2001). Strategic management practices and policies set by top management are essential in promoting employee support, suggesting that top management's role is not just facilitative but also directive (Demirbag & Sahadev, 2008; Pujari et al., 2004).

Conclusion on Employee Support in SQM

From the data, it is evident that employee support within the SQM framework is linked to improved organizational performance. Organizations focusing on this factor can expect to see advancements in both the well-being of their employee base and in fulfilling stakeholders' expectations, thereby influencing overall performance positively (Melnyk et al., 2003; Yilmaz & Flouris, 2010).