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Quantitative analysis of quality

management literature published in
total quality management and business
excellence (1996–2010)
a a
Qin-Qin Lo & Kah-Hin Chai
a
Industrial and Systems Engineering, National University of
Singapore, 10 Kent Ridge Crescent, Singapore, 119260, Singapore
Published online: 28 Jun 2012.

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literature published in total quality management and business excellence (1996–2010), Total Quality
Management & Business Excellence, 23:5-6, 629-651

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 Total Quality Management
Vol. 23, No. 6, June 2012, 629 –651

Quantitative analysis of quality management literature published in

total quality management and business excellence (1996– 2010)
Qin-Qin Lo and Kah-Hin Chai∗

Industrial and Systems Engineering, National University of Singapore, 10 Kent Ridge Crescent,
Singapore 119260, Singapore

The purpose of this paper is to investigate core themes in the quality management research
area through a quantitative analysis of research papers published in the journal Total Quality
Management and Business Excellence. The study analyses the bibliographies in the
published papers in addition to conventional literature reviews. The methodologies
applied include bibliometrics and social network techniques. The analysis shows
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relationships between different publications and the developments over three periods.
Core research themes are found to be service quality measurement, customer satisfaction,
total quality management (TQM) implementation and effects. Emerging themes are also
identified and include establishing customer relations and perceived quality of service,
quality cost, comparison studies and empirical studies of TQM effects. The development
of the research themes over the three pre-defined periods is also discussed.
Keywords: quality management; bibliometrics

1. Introduction
Quality management (QM) began after the industrial revolution in the form of inspections
carried out by factory workers on manufactured products to reject defective items. As pro-
duction increased, the quality of the products had to be standardised. In the 1920s, Walter She-
whart developed the first modern control chart, which was a significant development in QM.
With contributions from experts such as Edwards Deming, Joseph Juran, Kaoru Ishikawa
and Armand Feigenbaum over the decades, QM saw more exposure after World War II.
QM has grown from inspection services in production lines to encompassing other
processes in running a company, such as planning, organisation and management respon-
sibility (Department of Trade and Industry, U. (Producer), 2009). Modern companies are
getting more involved in embedding QM practices in their operations in order to gain
prestige as leaders in their respective fields. Over the years, a lot of research has been
done to define QM and to understand QM as a field. However, to the best of our knowl-
edge, there has been no quantitative analysis on the development of QM research.
Hence, the objective of this paper is to investigate changes in QM research throughout
the years, how it has changed and where it stands today.

2. Literature review
A review by Ahire, Landeros, and Golhar (1995) of 226 total quality management (TQM)-
related articles published between 1970 and 1993 was one of the first papers to create a

∗
Corresponding author. Email: iseckh@nus.edu.sg

ISSN 1478-3363 print/ISSN 1478-3371 online

# 2012 Taylor & Francis
http://dx.doi.org/10.1080/14783363.2012.669553
http://www.tandfonline.com
 630 Q.-Q. Lo and K.-H. Chai

clear framework of the TQM research literature by categorising the articles by their
respective features. Based on these features, Reid and Sanders (2009) labelled them as cus-
tomer focus, continuous improvement, employee empowerment, use of quality tools,
product design, process management and managing supplier quality.
Some of the components that make up TQM are also shown in a review by Sousa and
Voss (2002) in which they compared the core research themes between five independent
studies of QM practices. Their overview centred on validating QM as an independent field,
comparing QM to other theories by identifying its core practices and then introducing
methods to implement QM in business. Though they managed to identify QM as a matur-
ing field of study, both reviews lack a quantitative analysis of TQM’s core research. In the
same vein, Zain, Dale, and Kehoe’s (2001) analysis of UK publications on TQM is largely
qualitative in nature. Furthermore, these reviews are not as comprehensive as they focus
primarily on product quality and management, with little coverage on service quality.
Other review articles tend to focus on comparing TQM to other fields such as scientific
management (Rossler & Beruvides, 1994), supply chain management (Vanichchinchai
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& Igel, 2009) or human resource management (Jiménez-Jiménez & Martı́nez-Costa,

2009).
Other papers have focused on the implementation or the results of implementation of
TQM in various fields such as airlines (Salmador, Bueno, & Maranhao, 2008), education
(Cruickshank, 2003), manufacturing (Sousa & Voss, 2001), medicine or healthcare
(Øvretveit, 2000) or as business strategies, especially in small and medium companies
(SMEs). Clearly, TQM has a broad scope and, as a maturing field, there is still a lack
of standardisation of what constitutes TQM terminology, as pointed out by Sousa and
Voss (2002).
In order to carry out a quantitative analysis of TQM we used bibliometrics, a set of
statistical analyses to study bodies of literature and their references. According to
Glänzel (2003), the bibliometrics methodology comprises components from mathematics,
social sciences, natural sciences, engineering and even life sciences. It is used to determine
the impact of the researchers on their respective fields or the impact of a particular paper or
journal by making use of the various measures found in bibliometrics. One of the most
common means of measurement is citation analysis.
Citation analysis is the examination of the relationship between a paper and the papers
it cites. According to McBurney and Novak (2002), one can assume that papers that are
cited are related to the paper itself. Papers that are heavily cited in a particular field
may indicate a strong influence on the field itself (Pilkington, 2010). An insightful and
commonly used citation measure is the citation rate, the number of references to the
cited journal excluding repeated references from the same source article (Garfield, 1979).
A second measure is co-citation analysis, which is handy in identifying relationships
among authors, topics or journals and helps to illustrate how such groupings relate to
each other. From these relationships and with further examination, co-citation analysis
helps to reveal the structure of the field being researched (Pilkington, 2010). Co-citation
frequency is the number of times two sources have been cited in the same journal
article. A high co-citation frequency between articles has been established by Small
(1973) to indicate significant corresponding ideas and can be used to establish core
themes of the literature.
Co-citation analysis can be illustrated using network graphing techniques or what is
termed social network analysis. Social network analysis is the mapping and measuring
of relationships and flows between people, groups, organisations, computers, URLs and
other connected information or knowledge entities. The nodes are the entities while the
 Total Quality Management 631

links between entities show relationships or flows between the nodes (Social Network
Analysis, 2000). Examining the links between the nodes and the entire network as a
whole can illustrate the pattern of information distribution.
The network can be represented by network diagrams using social networking tools,
thus giving a simplified visual representation of relations between articles, which is
easier to understand when compared to lengthy and complicated matrices. Visualising net-
works has been shown to be critical to understanding network data and communicating that
understanding to others (Freeman, 2000). This is also a reason for the increased usage of
network analysis, other than the fact that social network analysis can be applied to a wide
variety of research areas, as pointed out by Borgatti, Mehra, Brass, and Labianca (2009).
Arranging the data in chronological order gives a new dimension, which is able to
present the progression of ideas over time (Pilkington & Chai, 2008). Close examination
of this arranged data can determine how relationships between articles have changed, and
thus the change of the research themes.
A combination of the above bibliometrics methodologies, network analysis and con-
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ventional literature will give a comprehensive quantitative and qualitative understanding

of the research area. A number of similar bibliographic studies involving journals have
been carried out before. For instance, research by Ramos-Rodrı́gue and Ruı́z-Navarro
(2004) identified works that had the greatest impact on strategic management research
by using all articles published in the Strategic Management Journal from its first issue
in 1980 up to 2000. Pilkington and Chai (2008) studied the International Journal of
Service Industry Management (now known as the Journal of Service Management).
Instead of focusing on a single journal, other bibliographic studies used multiple journals
such as the paper by Pilkington and Meredith (2009) which examined three journals over
three periods or Uysal’s (2010) paper, which analysed 958 articles collected from various
journals, specifically focusing on accounting-related articles.

3. Methodology
The journal Total Quality Management and Business Excellence (TQMBE) was selected
for analysis. Although it had an impact factor of only 0.387 in 2010, it is one of the
few journals that regularly publish QM-related articles. Other journals such as the
Journal of Operations Management and Operations Research were not considered even
though they had impact factors of 5.093 and 2.000, respectively, because they cover a
wider range of subjects besides QM. It should also be noted that, prior to 2003, the selected
journal was published as Total Quality Management. Data before 2003 were collected
from Total Quality Management and combined with the more recent data from TQMBE
using Scopus (from here on the journal will be referred to as TQMBE regardless of the
time period). It is hoped that TQMBE will give a fair representation of the research litera-
ture in the field of QM.
Before the analysis can be carried out, the raw data source has to be prepared and stan-
dardised to the right formatting, which involves a lot of effort. The data are sorted accord-
ing to various categories in alphabetical order and manually checked for incomplete or
erroneous entries; e.g. references citing websites are removed from the list due to lack
of information such as author and journal source. Another check of the filtered list is
required to standardise the publication names in the citations; e.g. the International
Journal of Operations and Production Management was sometimes cited as ‘Journal of
Operations and Production Management,’ ‘The International Journal of Operations Pro-
duction Management’ and various other forms.
 632 Q.-Q. Lo and K.-H. Chai

Table 1. Summary of data source from TQMBE.

Period Number of issues Number of articles Number of citations
Early (1996–2000) 36 365 3394
Middle (2001–2005) 46 422 7764
Recent (2006– 2010) 56 378 11,096
Overall (1996–2010) 138 1165 22,254

The methodology for standardising the data is similar to that applied in Pilkington and
Chai’s analysis of the International Journal of Service Industry Management (2008),
which ensures that the eventual analysis will reflect accurate results. The formatting of
the citations is narrowed into four fields: ‘Author,’ ‘Author’s Initial,’ ‘Journal’ and
‘Year of Publication.’
The data used are citations from the earlier issues of TQMBE from Volume 1, Issue 1
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(1996 – 2003) up to the latest issue Volume 21, Issue 12 (2010), which adds up to a total of
138 issues. Table 1 shows the breakdown of the data used.
The results of analysing the above data are discussed in the following section.

4. Data analysis
4.1 Location of first author’s affiliation
The country of the first author’s affiliation is categorised by geographical region and rep-
resented in a stacked graph to determine whether the views represented by TQMBE are
truly ‘international.’ Figure 1 shows the distribution of articles from each region during
the Early, Middle and Recent periods.
As illustrated in the figure, authors from the UK were major contributors during the
Early period, but the percentage has dropped from about 33 –10% of overall contributions
over the years. We also see that contributions from Asian authors and authors from other
regions increased to form about half of all contributions in the Recent period, while the

Figure 1. Location of first author’s affiliation.

 Total Quality Management 633

percentage of North American authors and authors from Oceania remained mostly
unchanged at around 16% and 5%, respectively throughout the three periods. The
spread of the geographic region shows that TQMBE provides a fairly international per-
spective to QM, although there has been a shift of major contributions from the UK and
Europe to Asia and other regions.

4.2 Citation analysis

Bibexcel, developed by Persson, is a software programme used for analysing biblio-
metrics-related data. Some form of standardisation of the data needs to be done in order
to achieve meaningful results. In this paper, the fields ‘Author,’ ‘Author’s Initial’ and
‘Year of Publication’ are concatenated into a single entry for analysis. The ‘Journal’
field is analysed separately.
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4.2.1 Journals cited most

After a final check to ensure that all data fields are in order, the ‘Journal’ field is tabulated
to determine which journals have been cited the most and, subsequently, we hope to find
the disciplines that have played a part in shaping the content of TQMBE. Publications such
as books are not included because they do not present a specific area of interest. Journals
are included because the articles published in them relate to the discipline that the respect-
ive journal falls under. Articles published in TQMBE make references to conclusions
drawn in other articles and cite these references. As a result, the journals cited most
will identify the different disciplines that have shaped the QM field. The following
table shows the top 30 journals cited over each of the three periods and overall (Table 2).
These top 30 journals make up about 45% of the references cited in TQMBE. From the
above table, TQMBE has remained the top journal cited over all three periods, making it
the most frequently cited journal overall at 16% of all cited references. The Journal of
Marketing has been the second journal cited most frequently from the Middle period to
the Recent period with 8.6% of overall citations. Other top journals cited include the Inter-
national Journal of Quality and Reliability Management (8.1%), Quality Progress (6.5%)
and Harvard Business Review (6.1%).
From the breakdown of the table, it can be seen that TQMBE became one of the top
journals cited in the Recent period. As the continuation of Total Quality Management,
this reaffirms the fact that many researchers cite references from TQMBE in their
works. Based on the table, Quality Progress has lost its dominance in more recent
years, whereas the Journal of Marketing and the International Journal of Quality and
Reliability Management have maintained top positions since the Middle period.

4.2.2 Journals cited most by subject area

In order to understand the disciplines that have influenced TQMBE, the cited journals are
grouped by subject area according to their classification by the Association of Business
Schools, developed by Harvey, Kelly, Morris, and Rowlinson (2010) where possible.
However, as the classification for certain journals could not be found within the ABS
guide, a quick internet search was done to find the category they are placed under on
their respective publisher’s website. If the search did not turn up any results, then the
journal is categorised as ‘Others’ (Figure 2).
 634 Q.-Q. Lo and K.-H. Chai
Table 2. Top 30 journals cited most in TQMBE.

Per Middle Per Recent Per Overall Per

Early (1996– 2000) Frequency cent (2001 – 2005) Frequency cent (2006 – 2010) Frequency cent (1996 – 2010) Frequency cent

All references 1462 100.00 All references 3724 100.00 All references 5114 100.00 All references 10,136 100.00
Total Quality 246 16.83 Total Quality 700 18.80 Total Quality 676 13.22 Total Quality 1920 18.94
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Management and Management and Management and Management and

Business Business Business Business
Excellence Excellence Excellence Excellence
Quality Progress 183 12.52 Journal of 302 8.11 Journal of 432 8.45 Journal of 871 8.59
Marketing Marketing Marketing
Harvard Business 139 9.51 International 287 7.71 International 416 8.13 International 821 8.10
Review Journal of Journal of Journal of
Quality and Quality and Quality and
Reliability Reliability Reliability
Management Management Management
Journal of 137 9.37 Quality Progress 277 7.44 Total Quality 275 5.38 Quality Progress 654 6.45
Marketing Management and
Business
Excellence
International 118 8.07 Harvard Business 213 5.72 Harvard Business 267 5.22 Harvard Business 619 6.11
Journal of Review Review Review
Quality and
Reliability
Management
The TQM Magazine 73 4.99 Academy of 172 4.62 The TQM Magazine 265 5.18 The TQM Magazine 477 4.71
Management
Review
Journal of Retailing 50 3.42 Journal of Retailing 143 3.84 Journal of 214 4.18 Academy of 405 4.00
Operations Management
Management Review
Sloan Management 46 3.15 The TQM Magazine 135 3.63 Academy of 197 3.85 Decision Sciences 362 3.57
Review Management
Review
 Academy of 36 2.46 Decision Sciences 135 3.63 Quality Progress 194 3.79 Journal of Retailing 349 3.44
Management
Review
Decision Sciences 33 2.26 Strategic 130 3.49 Decision Sciences 194 3.79 Journal of 336 3.31
Management Operations
Journal Management
Journal of 33 2.26 International 111 2.98 Strategic 172 3.36 Strategic 319 3.15
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Marketing Journal of Management Management

Research Operations and Journal Journal
Production
Management
International 30 2.05 Journal of 110 2.95 Academy of 166 3.25 Journal of 293 2.89
Journal of Operations Management Marketing
Operations and Management Journal Research
Production
Management
Management 27 1.85 Journal of 104 2.79 Management 157 3.07 International 275 2.71
Science Marketing Science Journal of
Research Operations and
Production
Management
California 25 1.71 Administrative 96 2.58 Journal of Retailing 156 3.05 Management 251 2.48
Management Science Science
Review Quarterly

Total Quality Management 635

Industrial 24 1.64 Sloan Management 69 1.85 Journal of 156 3.05 Academy of 238 2.35
Engineering Review Marketing Management
Research Journal
Quality 24 1.64 Journal of the 68 1.83 International 134 2.62 Administrative 234 2.31
Management Academy of Journal of Science
Journal Marketing Operations and Quarterly
Science Production
Management
Quality World 21 1.44 67 1.80 Administrative 118 2.31 192 1.89

(Continued)
 Table 2. Continued.

636 Q.-Q. Lo and K.-H. Chai

Per Middle Per Recent Per Overall Per
Early (1996– 2000) Frequency cent (2001 – 2005) Frequency cent (2006 – 2010) Frequency cent (1996 – 2010) Frequency cent

Management Science Sloan Management

Science Quarterly Review
Administrative 20 1.37 Academy of 63 1.69 Journal of Business 86 1.68 Quality 156 1.54
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Science Management Research Management

Quarterly Journal Journal
National 19 1.30 California 62 1.66 Journal of the 81 1.58 California 156 1.54
Productivity Management Academy of Management
Review Review Marketing Review
Science
Quality Assurance 19 1.30 Quality 54 1.45 Managing Service 79 1.54 Journal of the 155 1.53
Management Quality Academy of
Journal Marketing
Science
Managing Service 18 1.23 International 52 1.40 Quality 78 1.53 Managing Service 142 1.40
Quality Journal of Management Quality
Service Industry Journal
Management
Fortune 18 1.23 MIS Quarterly 47 1.26 Sloan Management 77 1.51 Journal of Business 140 1.38
Review Research
Long Range 18 1.23 Production and 47 1.26 European Journal 72 1.41 International 133 1.31
Planning Inventory of Marketing Journal of
Management Service Industry
Journal Management
Strategic 17 1.16 Managing Service 45 1.21 International 69 1.35 MIS Quarterly 121 1.19
Management Quality Journal of
Journal Service Industry
Management
Business Horizons 16 1.09 International 43 1.15 California 69 1.35 International 115 1.13
Journal of Management Journal of
Technology Review Production
Management Research
 Journal of Business 15 1.03 International 41 1.10 MIS Quarterly 67 1.31 European Journal 109 1.08
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Research Journal of of Marketing

Production
Research
Journal of Quality 15 1.03 Journal of Business 39 1.05 International 65 1.27 Long Range 98 0.97
Technology Research Journal of Planning
Production
Research
Management 14 0.96 Academy of 38 1.02 International 61 1.19 International 98 0.97
Accounting Management Journal of Journal of
Research Executive Production Production
Economics Economics
European Journal 14 0.96 Journal of 37 0.99 Industrial 61 1.19 Journal of Applied 97 0.96
of Marketing Consumer Management and Psychology
Research Data Systems
European Quality 14 0.96 Journal for Quality 37 0.99 Journal of 60 1.17 Academy of 91 0.90
and Participation Management Management
Executive

Total Quality Management 637

 638 Q.-Q. Lo and K.-H. Chai
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Figure 2. Journals cited most by subject area.

The graph displays about 98% of the journals and 11 subject areas (economics, general
management, information management, etc.) as shown in the legend. General management
and operations and technology management have maintained their lead in the field over the
years, accounting for more than 50% of all subject areas, and the trend has remained fairly
constant over the 15-year period. This implies that QM has remained largely within the
fields of operations and technology management and general management. Other areas
that show an influence on QM are management development and education and marketing,
which each contribute to 10% of all subject areas. Admittedly, these percentages are
rather small and the identified influence of these areas may not be a persistent trend. None-
theless, this is the first time that such a pattern has been identified in a quantitative manner
and is thus worth mentioning.

4.3 Co-citation network analysis

As mentioned earlier, when papers are more frequently co-cited by authors in their
research, clusters of common ideas will form in the literature (Small, 1973). Hence, an
analysis of the interactions among articles is conducted to understand their research
areas. As many of the cited documents in the data have very few citations, it is doubtful
whether they will have a significant impact on the progress of the field’s development.
In order to have a clear focus on core ideas, only citations with an overall frequency of
at least eight and a frequency of at least four in any of the Early, Middle or Recent
periods are carried forward for the analysis. This results in a total of 255 citations
overall, 144 citations in the Early period, 247 citations in the Middle period and 253 cita-
tions in the Recent period.
Enumerating the frequency of co-citation links among the documents, as well as build-
ing the related co-citation matrix, is done using Bibexcel by running the frequency of cita-
tion data against the list of standardised citations. The co-citation matrix and the frequency
 Total Quality Management 639

data files are then further analysed using Bibexcel to obtain the network and attributes
data, which can be graphed with the software programme Pajek (Batagelj & Mrvar, 1997).
The co-citation data are analysed by extracting clusters of related articles using Bibex-
cel. This programme determines the core of the literature by separating citations that are
highly connected to other documents from those with weak links to the rest. The core lit-
erature will allow identification of the central research themes in the field and these themes
can be studied to establish how the field has developed over the years. Literature found in
the periphery of the network corresponds to sub-fields, which can be evaluated for their
development over the three periods.

4.3.1 Core literature

The core and periphery literature are determined by identifying clusters through the Bibex-
cel function using Persson’s Party Clustering (Persson, Danell, & Schneider, 2009). The
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list of core literature and citation frequencies can be found in Appendix 1. According to
Appendix 1, the overall top literatures cited are Parasuraman (1988), Powell (1995),
Saraph (1989), Kanji (1998) and Ahire (1996). The high number of citations might be
seen as the importance of these literatures in the development of TQM.
The network of interactions among the list of literatures in Appendix 1 is generated
with Pajek and the graph is shown in Figure 3. The diagram only displays co-citation fre-
quencies greater than 19 so that the graph does not appear overly cluttered. The thickness
of the edges shows the strength of co-citation ties signified by their respective co-citation
frequencies. The size of the nodes shows the number of citations received by the literatures
listed in Appendix 1 and the shades show clusters of similar research.
The figure shows a central discipline in service quality and customer satisfaction as
presented by the works of Parasuraman (1985) and Fornell (1992), as well as a TQM

Figure 3. Network diagram of core literature: Overall (1996–2010).

 640 Q.-Q. Lo and K.-H. Chai

framework identification represented by the literary works of Kanji (1998) and Saraph
(1989). This is denoted by the large nodes and their extensive connections in the
network diagram. Quality gurus such as Deming, Juran and Shewhart do not show up in
the network because most of the citations related to them were from their books. As
stated in Section 4.2.1, only articles published in journals are analysed in this paper.

4.3.2 Evolution of the core literature

The network diagrams for the Early, Middle and Recent periods are analysed separately
and in detail in order to understand the evolution of the core literature over time. The pro-
cedure carried out is similar to that done earlier for the overall network diagram, except for
the cut off in co-citation frequency. Publications in the Early and Middle periods with co-
citation frequencies greater than four are used, whereas in the Recent period co-citation
frequencies must be greater than six for publications to be used. The difference in co-cita-
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tion frequency level was chosen so that networks are not too cluttered and interpretations
can be made more clearly. As the Recent period has more data points than the previous
periods, the level of co-citation frequency has to be greater to filter out noise.
From the diagrams above (Figures 4 – 6), we can see that QM is a growing field as more
clusters emerge over the periods. A few core research areas, namely, service quality, cus-
tomer satisfaction and TQM framework identification, are indicated by the central nodes
with respect to the rest of the network as well as the large node size. Articles by Parasura-
man (1988), Powell (1995), Saraph (1989), Parasuraman (1985) and Kanji (1998) remain
the top literature cited and their connections have also increased, indicating their impor-
tance in the research development of the field.
The Early period shows the three above-mentioned research areas as central themes in
the research. As time progresses to the Middle period, we see the emergence of TQM
implementation as a growing influence with the appearance of Kanji (1998) as the most
highly cited article. By the Recent period, there is a trend of examining company perform-
ances based on TQM implementation (Rahman, 2001) and a rise in research on quality
cost (Porter & Rayner, 2002). Earlier research works, although still highly cited, are
less central as the corresponding graph shows a more dispersed network.

Figure 4. Network diagram of core literature: Early (1996–2000) (Display of co-citation frequency
greater than four with 36 nodes).
 Total Quality Management 641
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Figure 5. Network diagram of core literature: Middle (2001–2005) (Display of co-citation frequency
greater than four with 51 nodes).

4.3.3 Cluster development

To understand the QM research area better, the clusters are examined to get a more in-
depth grasp of how the clusters developed, how they subsequently affected the research
area as a whole and how the different areas compare to the findings in the qualitative
research by Reid and Sanders (2009). Examining the articles clustered under service
quality, the contradicting articles about methods of measuring service quality probably
indicate a debate over the best method of measurement (Parasuraman, Zeithaml, &
Berry, 1994).
From the Early period to the Recent period (Figure 7), service quality has evolved from
debates on how to measure service quality in establishing customer relations and achieving
customer satisfaction. Additionally, there is a shift away from ideas of measuring customer
satisfaction to actual measurements for investigating perceived quality from the custo-
mers’ standpoint, which falls under the category of customer focus as categorised by
Reid and Sanders (2009). This is also linked to another cluster related to customer satis-
faction where Fornell (1992) advocates the Nationwide Customer Satisfaction Index as a
performance measure for industries and economies.
As a whole, the cluster has declined over the periods. Figure 8 illustrates this with the
decreasing number of nodes, which indicates that there has been a decrease in research on
customer perception of quality. Another interesting development under customer satisfac-
tion is the focus on quality cost. According to Rust, Zahorik, and Keiningham (1995),
companies are trying to justify QM implementations from a financial standpoint. Compa-
nies expect to make a profit after implementing TQM changes in the management of their
 642 Q.-Q. Lo and K.-H. Chai
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Figure 6. Network diagram of core literature: Recent (2006– 2010) (Display of co-citation frequency
greater than six with 66 nodes).

Figure 7. Network diagram of service quality research: Early and Recent.

business operations. Rust termed this as Return on Quality. This is supported by Reichheld
and Sasser (1990) who cited examples of companies in which improved service quality led
to increased profits.
Neverthless, implementation of TQM does not always yield positive results. This is
shown by the publications of the corresponding cluster under TQM implementation
where Kanji (1998) is a heavily cited literature. These publications’ main research is on
practical issues with regard to TQM, such as its limitations in practical applications and
 Total Quality Management 643

Figure 8. Clusters of customer satisfaction research: Early to Recent.

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Figure 9. Cluster of TQM implementation research: Early to Recent.

the disparity between TQM processes and behavioural science knowledge (Hackman &
Wageman, 1995).
From the Early to the Middle and Recent periods, TQM implementation, as shown in
Figure 9, has developed into research analysing the outcomes of implementing TQM. As
shown in Figure 10, this seems to be a logical development. Research papers have used
empirical studies to determine the effectiveness of TQM implementation, thus identifying
useful TQM practices (Samson & Terziovski, 1999). Curiously, many of the highly cited
papers, such as Prajogo and Brown (2004), Rahman (2001) and Terziovski and Samson
(2000), investigated the effects of TQM practices in Australian companies. This could
be due to the large number of SMEs found in Australia. MNCs are more likely to have
a head start in implementing TQM; hence, the difference before and after implementation
might not be easy to distinguish. In the Recent period, there is also an emergence of
research on sustainable competitive advantage (Reed, Lemak & Mero, 2000), which is
still quite new when compared to service quality.
The analysis has also revealed the following conceptual developments in the field of
TQM. In the early years, TQM was more about statistical control as businesses were
focused on manufacturing and controlling the quality of goods produced. Gradually,
TQM has evolved into more strategic aspects such as improving business processes and

Figure 10. Cluster of TQM effects research: Early to Recent.

 644 Q.-Q. Lo and K.-H. Chai

specific areas in business that need improvement. Various methodologies such as Quality
Function Deployment, the Balanced Scorecard and other methods of identifying and
improving operational weaknesses came into use. In recent years, the focus of TQM
has shifted to providing quality service and measuring its success. Companies that have
received quality awards have been used as references for implementing TQM in smaller
firms.
Comparing the above findings with those of Reid and Sanders (2009), we find that our
quantitative analysis shows a slightly different set of TQM features than the seven features
mentioned in the paper by Reid and Sanders. They have proposed distinct categories,
namely, customer focus, continuous improvement, employee empowerment, use of
quality tools, product design, process management and managing supplier quality. The
findings of this paper show that QM research has focused on customer satisfaction,
implementation of TQM, monitoring quality cost, measuring service quality and studying
TQM outcomes. This paper has strived to give an in-depth view of QM research by exam-
ining the development of the different clusters across time. The evolution of the research
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focus in QM over the past 15 years has been determined.

5. Conclusion
The data used in this analysis are from TQMBE between 1996 and 2010. They consist of a
total of 22,254 citations gathered from 1165 articles, which are broken down into three
periods for analysis – Early (1996 – 2000), Middle (2001 – 2005) and Recent (2006–
2010). This study leads to a better understanding of where QM stands in the research
area. Despite its low impact factor, TQMBE is used for the analysis because it is one of
the few journals that focus solely on QM. TQMBE can be considered an international
journal as more than 50% of its content in all three periods came from authors outside
the UK. Thus, it is able to represent an unbiased perspective from all over the world.
In addition, TQMBE remained the top journal cited over the three periods and holds
16% of the total frequency of all journals cited. This shows the importance of TQMBE
as a source in QM research.
Furthermore, the citation analysis together with the network analysis shows the core
and sub-field themes discussed in TQMBE. Core research themes include service
quality, customer satisfaction and TQM framework identification. Emerging topics have
extended from the core research. These involve TQM implementation and, subsequently,
its effects on firms, as well as useful practices, quality cost, comparison studies, empirical
studies of TQM effects and establishing customer relations by analysing their perceived
quality of service. The visualised network graphs allow for a greater understanding of
the emergence of newer topics in the QM area.
In conclusion, the quantitative analysis of TQMBE coupled with some qualitative
analysis of core publications presents noteworthy ideas relevant to the concepts and
assumptions published in the journal. This will hopefully give a better understanding of
the industry’s progress and will allow people to respond better to any needs that may
arise in the times to come.

6. Future research
Finally, there are some recommendations for any similar journal studies in the future. As
this paper focuses only on one journal, TQMBE, perhaps future studies could include a
comparison study with journals that cover similar topics, such as The TQM Journal or
 Total Quality Management 645

Quality Management Journal, to obtain a broader view and understanding of QM. Alter-
natively, the development of QM could be investigated through a comprehensive study of
all QM-related journals. In addition to that, a different perspective could be obtained by
using a methodology to examine the flow of QM research in terms of different regions
to compare ideas from different parts of the world. Since researchers may focus on differ-
ent research interests, it would be interesting to explore such literature further.

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Appendix 1. List of core literature

Table A1 shows the list of core literature and their respective cited frequencies. The list consists of
the nodes displayed in the network diagrams from Figures 4 to 7.

Early Middle Recent Overall

(1996–2000) (2001–2005) (2006–2010) (1996–2010)
All references 589 1652 1908 4149
Parasuraman_A_1988 15 40 38 93
Powell_T_1995 9 36 43 88
Saraph_J_1989 16 33 38 87
Parasuraman_A_1985 20 31 34 85
Kanji_G_1998 14 41 25 80
Ahire_S_1996 6 32 38 76
Flynn_B_1994 7 21 30 58

(Continued)
 Total Quality Management 647

Appendix 1. Continued
Early Middle Recent Overall
(1996–2000) (2001–2005) (2006–2010) (1996–2010)
Fornell_C_1992 20 11 20 51
Parasuraman_A_1991 12 24 14 50
Black_S_1996 5 22 22 49
Hackman_J_1995 5 15 26 46
Anderson_E_1994 10 9 23 42
Kanji_G_1999 6 20 16 42
Dean_J_1994 4 19 18 41
Samson_D_1999 15 25 40
Parasuraman_A_1994 6 19 12 37
Kaplan_R_1992 7 12 17 36
Flynn_B_1995 3 14 17 34
Cronin_J_1992 7 17 10 34
Fornell_C_1996 9 10 15 34
Babakus_E_1992 7 14 11 32
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Anderson_J_1994 2 17 13 32
Kanji_G_1996 13 15 3 31
Sitkin_S_1994 5 15 11 31
Kanji_G_2002 14 16 30
Hendricks_K_1997 2 8 19 29
Cronbach_L_1951 2 8 18 28
Sureshchandar_G_2001 16 11 27
Fornell_C_1981 4 22 26
Easton_G_1998 10 16 26
Hendricks_K_2001 10 16 26
Carman_J_1990 8 9 8 25
Terziovski_M_1999 12 13 25
Hauser_J_1988 7 8 10 25
Zeithaml_V_1988 4 8 12 24
Spencer_B_1994 6 10 8 24
Bitner_M_1990 3 11 10 24
Anderson_J_1988 1 3 20 24
Grant_R_1994 7 10 6 23
Reichheld_F_1990 7 10 6 23
Quazi_H_1998 4 11 8 23
Garvin_D_1984 7 6 9 22
Anderson_E_1993 2 6 14 22
Kanji_G_2000 16 6 22
Waldman_D_1994 11 11 22
Zeithaml_V_1996 1 11 10 22
Wilkinson_A_1994 7 9 5 21
Kano_N_1984 2 5 14 21
Kanji_G_1990 7 11 3 21
Fornell_C_1994 7 7 7 21
Yusof_S_2000 12 9 21
Kaplan_R_1996 4 2 14 20
Garvin_D_1987 3 8 9 20
Wilkinson_A_1992 3 10 7 20
Kanji_G_1997 9 8 2 19
Teas_R_1993 4 11 4 19
Bolton_R_1991 2 10 7 19
Kanji_G_2001 10 9 19
Dow_D_1999 6 13 19

(Continued)
 648 Q.-Q. Lo and K.-H. Chai

Appendix 1. Continued
Early Middle Recent Overall
(1996–2000) (2001–2005) (2006–2010) (1996–2010)
Oliver_R_1980 3 8 8 19
Curkovic_S_2000 5 14 19
Douglas_T_2001 7 11 18
Bowen_D_1992 3 13 2 18
Boulding_W_1993 4 6 7 17
Cronin_J_1994 3 6 8 17
Barney_J_1991 1 5 11 17
Churchill_G_1979 7 10 17
Reeves_C_1994 3 7 7 17
Morgan_R_1994 5 12 17
Benson_P_1991 3 6 8 17
McAdam_R_1999 9 7 16
Ghobadian_A_1996 4 7 5 16
Youssef_M_1994 4 12 16
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Juran_J_1986 7 4 5 16
Dale_B_1994 2 8 6 16
Zhang_Z_2000 7 9 16
Anderson_J_1995 5 10 15
Zairi_M_1994 5 5 5 15
Ittner_C_1996 6 1 8 15
Gronroos_C_1984 2 5 8 15
Reed_R_1996 1 6 8 15
Sun_H_2000 5 10 15
Garvin_D_1991 5 5 5 15
Fornell_C_1982 4 2 9 15
Flynn_B_2001 7 8 15
Taylor_W_1995 7 3 5 15
Sousa_R_2002 6 9 15
Rao_S_1999 8 7 15
Heskett_J_1994 7 8 15
Hill_S_1995 5 8 2 15
Ahire_L_1996 8 6 14
Garvin_D_1993 6 6 2 14
Mann_R_1994 2 6 6 14
Eskildsen_J_2000 4 10 14
Reger_R_1994 4 7 3 14
Kanji_G_1993 6 5 3 14
Buttle_F_1996 1 7 5 13
Garvin_D_1983 4 5 4 13
Kaplan_R_2001 2 11 13
Ahire_S_1995 2 4 7 13
Eisenhardt_K_1989 6 7 13
Rust_R_1994 2 5 6 13
Wilson_D_2000 2 11 13
Rust_R_1995 4 6 3 13
Zairi_M_1995 5 4 4 13
Zeithaml_V_1993 1 7 5 13
Anderson_E_2000 5 8 13
Cassel_C_1999 2 5 5 12
Antony_J_2002 12 12
Westlund_A_2001 8 4 12
Dabholkar_P_1996 4 8 12

(Continued)
 Total Quality Management 649

Appendix 1. Continued
Early Middle Recent Overall
(1996–2000) (2001–2005) (2006–2010) (1996–2010)
Bitner_M_1992 6 6 12
Lakhe_R_1994 5 3 4 12
Harari_O_1993 1 7 4 12
Bitner_M_1994 2 4 6 12
Bagozzi_R_1988 3 9 12
Porter_L_1993 3 5 4 12
Rao_S_1997 2 6 4 12
Teas_R_1994 2 7 3 12
Youssef_M_1996 2 9 1 12
Terziovski_M_1997 9 3 12
Juran_J_1993 3 4 5 12
Vloeberghs_D_1996 1 7 4 12
Mcadam_R_2001 6 6 12
Hellsten_U_2000 1 6 5 12
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Reed_R_2000 2 9 11
Hendricks_K_1999 6 5 11
Wold_H_1985 3 2 6 11
DeanJr._R_1994 1 10 11
Kristensen_K_1999 3 6 2 11
Terziovski_M_2000 2 9 11
Sila_I_2002 3 8 11
Freiesleben_J_2004 3 8 11
Choi_T_1998 3 8 11
Dale_B_1997 5 6 11
Rahman_S_2001 3 8 11
Brown_S_1989 2 3 6 11
Feigenbaum_A_1956 4 2 5 11
Hammer_M_1990 5 4 2 11
Hendricks_K_1996 5 6 11
Sullivan_L_1986 5 3 3 11
Kaplan_R_1993 1 4 6 11
Zairi_M_1999 1 6 3 10
Badri_M_1995 3 4 3 10
Ravichandran_T_2000 4 6 10
Grandzol_J_1998 4 6 10
Taylor_S_1994 2 4 4 10
Grant_R_1996 1 4 5 10
Owlia_M_1996 2 3 5 10
Griffin_A_1993 1 3 6 10
Crosby_L_1990 1 3 6 10
Anderson_E_1997 2 1 7 10
Tamimi_N_1995 1 6 3 10
Harry_M_1998 2 8 10
Westphal_J_1997 1 6 3 10
Agus_A_2000 2 8 10
Oakland_J_1995 2 4 4 10
Hill_S_1991 3 5 2 10
Prajogo_D_2004 1 9 10
Huselid_M_1995 3 7 10
Rust_R_1993 2 4 4 10
Jones_T_1995 3 1 6 10
Soltani_E_2005 10 10

(Continued)
 650 Q.-Q. Lo and K.-H. Chai

Appendix 1. Continued
Early Middle Recent Overall
(1996–2000) (2001–2005) (2006–2010) (1996–2010)
Brown_T_1993 2 5 3 10
Dale_B_2000 3 7 10
Karapetrovic_S_1998 2 6 2 10
Tatikonda_L_1996 2 4 4 10
Kaynak_H_2003 10 10
Teece_D_1997 3 7 10
Kristensen_K_2001 6 4 10
Wilkinson_A_1995 3 5 2 10
Anderson_M_1999 2 8 10
McAdam_R_2002 4 6 10
Matzler_K_1998 1 2 7 10
Zeithaml_V_1985 5 4 9
Dale_B_2001 6 3 9
Ittner_C_1998 1 8 9
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Anderson_S_1999 6 3 9
Jones_R_1997 4 5 9
Schaffer_R_1992 4 3 2 9
Brown_A_1998 4 5 9
Brady_M_2001 4 5 9
Bearden_W_1983 4 3 2 9
Wong_A_1999 5 3 1 9
Hackl_P_2000 1 4 4 9
Prabhu_V_2000 7 2 9
Black_S_1995 1 6 2 9
Rayner_P_1991 3 3 3 9
Narver_J_1990 1 8 9
Hartline_M_1996 4 5 9
Hackman_R_1995 7 2 9
Sureshchandar_G_2002 3 6 9
Chin_W_1998 3 6 9
Brah_S_2002 1 8 9
Oliver_R_1993 1 4 4 9
Wilkinson_A_1993 7 2 9
Hahn_G_1999 3 6 9
Pannirselvam_G_2001 2 7 9
Pun_K_2001 7 2 9
Gotzamani_K_2001 3 5 8
Dervitsiotis_K_2001 7 1 8
Davis_F_1989 1 7 8
Browne_M_1993 1 7 8
Sohal_A_2000 5 3 8
Oliver_R_1989 3 4 1 8
Forker_L_1997 3 5 8
Buttle_F_1997 4 4 8
Brown_A_1996 6 2 8
Oliver_R_1999 1 2 5 8
Dahlgaard_J_1992 5 1 2 8
Eskildsen_J_2003 6 2 8
Dahlgaard_J_1997 7 1 8
Green_P_1978 4 1 3 8
Martensen_A_2000 3 5 8
Carmines_E_1981 2 6 8

(Continued)
 Total Quality Management 651

Appendix 1. Continued
Early Middle Recent Overall
(1996–2000) (2001–2005) (2006–2010) (1996–2010)
Zeithaml_V_2002 2 6 8
Porter_L_1992 4 4 8
Matzler_K_2004 2 6 8
Koch_J_1998 5 3 8
Haksever_C_1996 1 6 1 8
Zbaracki_M_1998 5 3 8
Kristensen_K_2000 1 7 8
Snell_S_1992 1 3 4 8
Zeithaml_V_2000 5 3 8
Harber_D_1993 6 2 8
Rahman_S_2002 8 8
Becker_S_1993 2 5 1 8
Hallowell_R_1996 3 5 8
Lee_R_1998 2 6 8
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Brown_A_1995 2 4 2 8
Boaden_R_1997 1 4 3 8
Conti_T_1999 4 4 8
Masser_W_1957 4 1 3 8
Rucci_A_1998 1 5 2 8
Davenport_T_1990 3 4 1 8
Finn_D_1991 3 4 1 8
Venkatraman_N_1986 3 5 8
CroninJr._r_1992 4 4 8
Berry_L_1995 4 4 8
Blackburn_R_1993 6 2 8
Hoerl_R_1998 4 4 8
Asubonteng_P_1996 2 4 2 8
Yusof_S_1999 1 2 5 8
Kristensen_K_2003 4 4 8
Huarng_F_1999 6 2 8
Shemwell_D_1998 5 3 8
Dotchin_J_1994 4 3 1 8
Simmons_B_1999 3 5 8
Bisgaard_S_2000 3 5 8
Cohen_W_1990 5 3 8
Meegan_S_1997 1 4 3 8