[雙語(yǔ)翻譯]全面質(zhì)量管理外文翻譯--利用層次分析法研究房地產(chǎn)業(yè)的全面質(zhì)量管理實(shí)踐（英文）

1、Qual Quant (2013) 47:2049–2063 DOI 10.1007/s11135-011-9641-8TQM practice in real-estate industry using AHPP. Sanjay SarathyReceived: 4 August 2011 / Accepted: 7 November 2011 / Published online: 8 February 2012 © Sp

2、ringer Science+Business Media B.V. 2012Abstract Total quality management (TQM) has been recognized as a successful manage- ment philosophy that can be successfully practiced in the Real-estate industry. The purpose of th

3、is research is to determine the important factors that influence the TQM practice in real estate industry. The research methods employed included a literature review, in-depth interviews and focus group techniques which

4、were used as a first to identify ten constructs of TQM in organizations. That is Top Management Commitment, Customer Focus, Benchmark- ing, Continuous Improvement, Supplier Quality Management, Product Innovation, Product

5、 Quality, Employee’s Involvement, Rewards and Recognition, Educational and Training. The AHP questionnaires were sent as 142 organizations of members of the Confederation of Real Estate Developers’ Associations of India,

6、 in the metro city of Bangalore, Chennai, Kolkata and Mumbai. The sampling procedure resulted in an overall response rate of 51% and the result was categorized based on organization size—small, medium and large. Then, th

7、e empirical study adopted the techniques of the Analytic Hierarchy Process to solicit opin- ions from 72 expert opinion collected through mail questionnaire. The results show that Employee involvement, top management com

8、mitment, employee customer focus, plays very important role for TQM practice in organizations. The results show that the Employee’s Involvement is most important to TQM practice in India. This is not difficult to underst

9、and, since the less than desirable record of real-estate industry. Therefore, the key to a successful strategy is to rebuild the confidence of TQM practice in real-estate industry.Keywords TQM · Real-estate · A

10、HP1 IntroductionQuality management has been recognized and as an important area in Indian real estate indus- try. Quality holds the key to competitiveness in today’s global market, regardless of the sizeP. S. Sarathy (B

11、) XLRI, School of Business sanjay.sarathy@yahoo.com123TQM practice in real-estate industry using AHP 2051Harrington (1997) mentioned that the quality practices being recommended by the qual- ity professionals had been a

12、ccepted based on gut feelings. He further said that there is not a statistically sound data base by which one can verify the impact of various factors on a organization’s performance. Mohanty (1997) proposed a research a

13、genda in the field of TQM, which according to him is to arrive at an integration of structure and processes, theory and empiricism, top-down and bottom-up, management methods and engineering technology.Saraph et al. (198

14、9) made the most remarkable attempt to develop an instrument for measuring the critical factors of quality management. Benson (1991) proposed a sys- tem -structural model of quality management, and in fact first used the

15、 organization theory to explain the fundamentals of quality management. Flynn et al. (1994) opined that very little empirical research focuses specification on quality management practices, despite the prevalence of this

16、 topic in the descriptive literature. They have established a very comprehensive relationship of quality management to dimensions of world class manufacturing.Bohoris (1995) made a comparative assessment of some major qu

17、ality awards and remarked that it is very difficult to define a total quality organization. Mohanty (1996) pre- sented a comparative study between scientific management, socio-technological systems approach and TQM by br

18、inging out the fundamental assumptions, practical implications, potentialities and limitations of these approaches. The commonality in ideology and the dis- tinctive identity of each approach have been discussed in this

19、research paper. Lam (1996) conducted a research study in Hong Kong-based organizations and the results of this research suggest that different organizations have adopted different objectives while carrying out TQM. The q

20、uality of the survey instruments used in different studies varies considerably. The majority of the papers have no explicit discussion of reliability and validity of the instru- ments. Mohanty (1995) has presented a numb

21、er of Indian examples where TQM has been implemented. He has identified the reasons for the relative success/failure of many TQM programmes. Today, most leading Indian real estate organizations are making efforts to inte

22、grate their businesses with the global economy. This integration requires an inside-in cultural trans- formation. As a result, many corporations are accepting TQM as a strategic management approach for growth and surviva

23、l. Therefore, this research is an attempt to identify the set of important constructs that can influence TQM practice in Indian real-estate industry and aims at carrying forward the discussions on empirical research in t

24、he evolutionary field of TQM.2.2 Indian real-estate industryReal-estate performance issues—continued strong growth in the Indian economy, deregu- lation of the Indian capital markets since 2004, and less restrictive guid

25、elines for foreign direct investment in real estate in India since February 2005—have seen significant improve- ments in the real-estate environment in India, for both local and international players. This has taken on i

26、ncreased importance as India significantly expands its economic growth to potentially be the world’s third largest economy by 2020, and international real-estate inves- tors seek global investment opportunities, particul

27、arly, in the emerging Asian real-estate markets. With New Delhi as the political center, Mumbai as the financial center, and Bangalore as the IT center in India, are cities the main contributors to the real-estate market