"Q de calidad turística"barreras a la implantación y certificación

  1. Álvarez García, José 1
  2. Fraiz Brea, José Antonio 1
  3. del Río Rama, María de la Cruz 1
  1. 1 Universidade de Vigo
    info

    Universidade de Vigo

    Vigo, España

    ROR https://ror.org/05rdf8595

Revista:
Cuadernos de turismo

ISSN: 1139-7861

Ano de publicación: 2013

Número: 32

Páxinas: 11-35

Tipo: Artigo

DIALNET GOOGLE SCHOLAR lock_openDialnet editor

Outras publicacións en: Cuadernos de turismo

Resumo

El objetivo de este artículo es analizar las barreras que han encontrado las empresas del sector de alojamiento turístico en su proceso de implementación y certificación de un Sistema de Gestión de la Calidad. La metodología empleada consiste en un análisis en profundidad de las mismas (Análisis Factorial y Clúster). Los resultados obtenidos ponen de manifiesto que las barreras más importantes a las que se han enfrentado las empresas fueron principalmente la falta de tiempo para dedicar a las tareas de calidad, la resistencia al cambio y a asumir nuevas responsabilidades por los empleados.

Referencias bibliográficas

  • ADEBANJO, D. y KEOE, D. (1998): "An evaluation of quality culture problems in UK companies";, International Journal of Qualitu Science, vol. 3, no 3, pp. 275-286.
  • ÁLVAREZ, J., FRAIZ, J.A. y DEL RIO, M.C.(2011) The Q for Tourist Quality barriers found in the implementation process by certified Spanish resorts. International Conference "From Villes Thermales To Sustainable Health And Wellness Destinations";, Chaves.
  • AMAR, K. y ZAIN, Z.M. (2002): "Barriers to implementing TQM in Indonesian manufacturing organizations";, The TQM Magazine, vol. 14, no 6, pp. 367-372.
  • BABBIE, E. (1995): The Practice of Social Research. Wadsworth Publishing Company.
  • Becker, S.W. (1993): "TQM does work: ten reasons why misguided attempts fail";, Management Review, no May, pp. 32-3.
  • BEER, M. (2003): "Why total quality management programs do not persist: the role of management quality and implications for leading a TQM transformation";, Decision Sciences, vol. 34, no 4, pp. 623-642.
  • BELTRÁN MARTIN, I., BOU-LLUSAR, J.C. y ESCRIG TENA, A.B. (2003): "La estructura de interrelaciones entre los criterios del modelo EFQM de excelencia";, XIII Congreso de ACEDE, Salamanca: 21-09-2003. Nacional (cientific). AVALON.
  • CAMISÓN, C., CRUZ, S. y GONZÁLEZ, T. (2007): Gestión de la calidad: conceptos, enfoques y sistemas. Madrid: Pearson-Prentice Hall. Madrid.
  • CASADESÚS, M. y HERAS, I. (1999): "ISO 9000 obstáculos y beneficios";, Forum Calidad, no 105. Madrid.
  • CRONBACH, L. J. (1951): "Coefficient alpha and the internal structure of tests";. Psychometrika. 16, 297-334.
  • DALE, B.G., BOADEN, R.J., WILCOX, M. y MCQUARTER, R.E. (1997): "Sustaining total quality management: what are the key issues";, The TQM Magazine, vol. 9, no 5, pp. 372-380.
  • DEMING, W.E. (1982): Out of the Crisis. Auality, Productivity and Competitive Position. MIT, Cambridge. Edición Española: Calidad, productividad y competitividad. La salidad de la crisis. Diaz de Santos, Madrid, 1989.
  • FRAM, E. y CAMP, R. (1995): "Finding and Implementing Best Practices in Higher Education";, Quality Progress, Feb., pp. 69-77
  • FROILAND, P. (1993): "TQM Invades Business Schools";, Training, Julio, pp. 52-56
  • GAO (1991): Report to the House of Representatives on Management Practices, US Companies Improve Performance Through Quality Efforts, United States General Accounting Office, Washington, DC.
  • GHOBADIAN, A. y GALLEAR, D.N. (1996): "Total quality management in SMEs";, Omega.The International Journal of Management Science, vol. 24, no 1, pp. 83-106.
  • GHOBADIAN, A. y SPELLER, S. (1994): "Gurus of Quality: A Framework for Comparison";, Total Quality Management, vol. 5, no 3, pp.53-69.
  • GOODMAN, J.A., BARGATZE, G.F. y GRIMM, C. (1994): "The key problem with TQM";, Quality Progress, January, pp. 45-8.
  • GOPALAKRISHNAN, K.N. y MCINTYRE, B.E. (1992): "Hurdles to quality health care";, Quality Progress, vol. 25, no 4, pp. 22-6.
  • GRANDE, I. y ABASCAL, E. (2000): Fundamentos y Técnicas de Investigación Comercial. 5a edición, ESIC Editorial, Madrid.
  • HAIR, J., ANDERSON, R., TATHAMAN, R. y BLACK, W. (1999): Análisis Multivariante. 5a edicción, Prentice Hall, Madrid.
  • HAYES, R.H. y PISANO, G.P. (1994): "Beyond world-class: The new manufacturing strategy";, Harvard Business Review, January-February, pp. 77-86.
  • HERNÁNDEZ, J., STAHNKE, W. y NUÑEZ, S. (2004): "Sistemas de gestión de la calidad en el sector agroalimentario";. Agroalim [online]. Vol. 9, no 18 [citado 2012- 10-26], pp. 87-93. Disponible en:.
  • HYDE, A.C. (1994): "Barriers in Implementing Quality Management";, The Public Manager, primavera, pp. 33-37.
  • HOLOVIAK, S.J. (1995):"Why TQM fails to change bejaviors or attitudes";, Journal for Quality and Participation, 18 (4), pp. 86-89.
  • HUBIAK, W.A. y O'DONELL, S.J. (1996): "Do Americans have their minds set against TQM?";, National Productivity Reviex, vol. 15, pp. 19-32.
  • JUN, M., CAI, S. y PETERSON, R.T. (2004): "Obstacles to TQM implementation in Mexico's Maquiladora industry";, Total Quality Management, vol. 15, no 1, pp. 59-72.
  • KANJI, G.K. (1996): "Can total quality management help innovation?";, Total Quality Management, vol. 7, no 1, pp. 3-9.
  • MOSADEGH, A.M. (2005): "A step to total quality management";, Management and Deevelopment Process Quaterly, vol. 55, pp. 32-41.
  • LATTIN (1994): The lodging and food Service industry. The Educational Institute of the American Hotel and Motel Association. Michigan.
  • LAZA, R.W. y WHEATON, P.L. (1990): "Recognizing the pitfalls of total quality management";, Public Utilities Fortnightly, April, no 12, pp. 17-21.
  • NUNNALLY, J. (1979): Psychometric Theory. McGraw-Hill, New York.
  • MARTINEZ, C., BALBASTRE, F., ESCRIBÁ, M.A., GONZÁLEZ, T. y PARDO, M. (2000): "Análisis de la implantación de un sistema de aseguramiento de calidad en base a normas ISO 9000";, Proceedings of the IX National Congress of ACEDE, September, Burgos.
  • MASTERS, R.J. (1996): "Overcoming the barriers to TQMS success";, Quality Progress, mayo, pp. 53-55.
  • MUÑOZ OÑATE, F. (1994): Marketing Turistico. Editorial Centro de estudios Ramón Areces. Madrid.
  • PEHRSON, G. (1994): "Using care process models to improve quality while controlling cost";, The Quality Letter for Health Care Leaders, vol. 6, no 3, pp. 24-27.
  • RAND, J.F. (1994): "Learning comes before ownership";, Journal of Quality and Participation, julio-agosto, pp. 64-68.
  • REINER, G. (2002): "Analysis of critical factors of company success based on the EFQM excellence model";, Proceedings of the 7th World Congress for Total Quality Management, Verona (Italy), vol. 2, pp. 361-366.
  • RENNER, P. (1994): Basic Hotel Front Office Procesures. 3rd. Edition. Van Nostrand Reinhold. New York.
  • REEVE, C.A. y BEDNAR, D.A. (1993): "What prevents TQM implementation in Health Care organizations";, Quality Progress, vol. 19, no 3, pp. 41-43.
  • RUBACH, L. (1995): "Total Quality Forum VI Speakers Focus on Chance";, Quality Progress, vol. 28, no 2, pp. 40-47.
  • RUMELT, R.P. (1995): "Inertia and Transformation";. En Momtgomery, C.A., Resource-Based and Evolutionary Theories of the Firm. Kluwer Adacemic Publishers, Massachusetts, pp. 101-132.
  • SALEGNA, G. y FACEL, F. (2000): "Obstacles to implementing TQM";, Quality Progress, vol. 33, no 7, pp. 53-64.
  • SÁNCHEZ PÉREZ, M. y SARABIA SÁNCHEZ, F.J. (1999): "Validez y fiabilidad de escalas";, en Sarabia, F.J. (Coord.), Metodologia para la Investigación en Marketing y Administración de Empresas, Ed. Pirámide, Madrid, pp. 363-393.
  • SUBRAHMANYA, K. y RAJASHEKHAR, J. (2009): "An empirical study of barriers to TQM implementation in Indian industries";, The TQM Magazine, vol. 21, no 3, pp. 361-372.
  • STEVENS, D.P. (1993): "Avoiding failure with Total Quality";, Quality Progress, vol. 26, no 12, pp. 18-22.
  • TALIB, F. y RAHMAN, Z.. (2011): "Analysis of interaction among the barriers to total quality management implementation using interpretative structural modeling approach";, Benchmarking: An International Journal, vol. 18, no 4, pp. 563-587.
  • TAMIMI, N. y SEBASTIANELLI, R. (1998): "The barriers of TQM";, Quality Progress, vol. 31, no 6, pp. 57-60.
  • TARI, J.J. (2000): Calidad Total: fuente de ventaja competitiva. Publicaciones Universidad de Alicante, pp. 1-302.
  • TARI, J.J. (2001): " Aspectos que garantizan el éxito de un sistema de calidad";, Forum Calidad, no 127, pp. 35-38.
  • VALLEN, J.J. y VALLEN, G.K. (1991): Check-in Check-out. Wm.C. Brown Publishers. United States of America. 4rd. Edition.
  • VAN DER WIELE, T. y BROWN, A. (2002): "ISO 900 Series Certification Over Time: What have we Learnt?";, Erasmus Research Institute of Management (ERIM), Rotterdam.
  • WHALEN, M.J. y RAHIM, M.A. (1994): "Common barriers to implementation and development of a TQM program";, Industrial Management, vol. 36, no 2, pp. 19-21.
  • WELLER, L.D. y HARTLEY, S.H. (1994): "Why are educators stonewlling TQM?";, The TQM Magazine, marzo, pp. 23.28.
  • WERNICK, S. (1994): "Self-Directed work teams and empowerment";, Journal of Quality and Participacion, julio-agosto, pp. 34-36.
  • YOUNG, G.J., CHARNS M.P. y SHORTELL, S.M. (2001): "Top manager and network effects on the adoption of innovative management practices: A study of TQM in a public hospital system";, Strategic Management Journal, vol. 22, no 10, pp. 935-951.
  • ZETIE, S., SPARROW, J., WOODFIELD, A. y KILMARTIN, T. (1994): "The tyrannical chef: a barrier to TQM?";, International Journal of Contemporary Hospitality Management, vol. 6, no 1, pp. 42-45.
Fonte de datos: Dialnet