"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

Journal:
Cuadernos de turismo

ISSN: 1139-7861

Year of publication: 2013

Issue: 32

Pages: 11-35

Type: Article

More publications in: Cuadernos de turismo

Abstract

The aim of this paper is to analyze the barriers that have found the tourism industry in the process of implementation and certification of a Quality Management System. The methodology consists on depth analysis of them (Factor and Cluster Analysis). The results show that the most important barriers that have faced the companies were mainly lack of time to devote to the tasks of quality, resistance to change and new responsibilities on the part of employees.

Bibliographic References

  • 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.