[1]. Kumar R, Garg D, Garg T. Total quality management in Indian industries: relevance, analysis and directions. The TQM Journal. 2009;21(6):607-22.
[2]. Hietschold N, Reinhardt R, Gurtner S. Measuring critical success factors of TQM implementation successfully–a systematic literature review. International Journal of Production Research. 2014;52(21):6254-72.
[3]. Tan KC. A comparative study of 16 national quality awards. The TQM magazine. 2002;14(3):165-71.
[4]. Evans J, Lindsay WM. The Management and Control of Quality. Thomson: South Western. 2002.
[5]. Fotopoulos CB, Psomas EL. The impact of “soft” and “hard” TQM elements on quality management results. International Journal of Quality & Reliability Management. 2009;26(2):150-63.
[6]. Sila I, Ebrahimpour M. Examination and comparison of the critical factors of total quality management (TQM) across countries. International journal of production research. 2003;41(2):235-68.
[7]. Talha M. Total quality management (TQM): an overview. The bottom line. 2004;17(1):15-9.
[8]. Martínez-Lorente AR, Dewhurst F, Dale BG. Total quality management: origins and evolution of the term. The TQM magazine. 1998;10(5):378-86.
[9]. Sun H, Li S, Ho K, Gertsen F, Hansen P, Frick J. The trajectory of implementing ISO 9000 standards versus total quality management in Western Europe. International Journal of Quality & Reliability Management. 2004;21(2):131-53.
[10]. Waldman DA. The contributions of total quality management to a theory of work performance. Academy of Management review. 1994;19(3):510-36.
[11]. Douglas TJ, Judge Jr WQ. Total quality management implementation and competitive advantage: the role of structural control and exploration. Academy of Management journal. 2001;44(1):158-69.
[12]. Singh PJ, Smith AJ. Relationship between TQM and innovation: an empirical study. Journal of Manufacturing Technology Management. 2004;15(5):394-401.
[13]. Irani Z, Beskese A, Love P. Total quality management and corporate culture: constructs of organisational excellence. Technovation. 2004;24(8):643-50.
[14]. Ali NA, Mahat F, Zairi M. Testing the criticality of HR-TQM factors in the Malaysian higher education context. Total Quality Management. 2010;21(11):1177-88.
[15]. Yusof SrM, Aspinwall E. Total quality management implementation frameworks: comparison and review. Total quality management. 2000;11(3):281-94.
[16]. Yusof SrM, Aspinwall E. Case studies on the implementation of TQM in the UK automotive SMEs. International Journal of Quality & Reliability Management. 2001;18(7):722-44.
[17]. PE P. Techniques for managing quality. Hospital and Health Services Administration. 1995;40:118-201.
[18]. Demirbag M, Tatoglu E, Tekinkus M, Zaim S. An analysis of the relationship between TQM implementation and organizational performance: evidence from Turkish SMEs. Journal of manufacturing technology management. 2006;17(6):829-47.
[19]. Juran JM. Juran on leadership. Free Press, New York, NY; 1989.
[20]. Welikala And D, Sohal AS. Total Quality Management and employees' involvement: A case study of an Australian organisation. Total Quality Management. 2008;19(6):627-42.
[21]. Ho SK. Are ISO 9000 and TQM routes for logistics excellence? Logistics Information Management. 1997;10(6):275-83.
[22]. Mohammad Mosadegh Rad A. The impact of organizational culture on the successful implementation of total quality management. the TQM Magazine. 2006;18(6):606-25.
[23]. Yusof SRM, Aspinwall E. Critical success factors for total quality management implementation in small and medium enterprises. Total Quality Management. 1999;10(4-5):803-9.
[24]. Baidoun S. An empirical study of critical factors of TQM in Palestinian organizations. Logistics information management. 2003;16(2):156-71.
[25]. Sila I, Ebrahimpour M. Critical linkages among TQM factors and business results. International journal of operations & production management. 2005;25(11):1123-55.
[26]. Ahire SL, Golhar DY, Waller MA. Development and validation of TQM implementation constructs. Decision sciences. 1996;27(1):23-56.
[27]. Karuppusami G, Gandhinathan R. Pareto analysis of critical success factors of total quality management: A literature review and analysis. The TQM magazine. 2006;18(4):372-85.
[28]. Vouzas F, Psychogios A. Assessing managers' awareness of TQM. The TQM Magazine. 2007;19(1):62-75.
[29]. Black SA, Porter LJ. Identification of the critical factors of TQM. Decision sciences. 1996;27(1):1-21.
[30]. Rahman S-u, Bullock P. Soft TQM, hard TQM, and organisational performance relationships: an empirical investigation. Omega. 2005;33(1):73-83.
[31]. Thiagaragan T, Zairi M, Dale B. A proposed model of TQM implementation based on an empirical study of Malaysian industry. International Journal of Quality & Reliability Management. 2001;18(3):289-306.
[32]. Thiagarajan T, Zairi M. A review of total quality management in practice: understanding the fundamentals through examples of best practice applications-Part I. The TQM magazine. 1997;9(4):270-86.
[33]. Madi Bin Abdullah M, Uli J, José Tarí J. The influence of soft factors on quality improvement and performance: Perceptions from managers. The TQM Journal. 2008;20(5):436-52.
[34]. Gadenne D, Sharma B. An investigation of the hard and soft quality management factors of Australian SMEs and their association with firm performance. International Journal of Quality & Reliability Management. 2009;26(9):865-80.
[35]. Zairi M, Alsughayir AA. The adoption of excellence models through cultural and social adaptations: An empirical study of critical success factors and a proposed model. Total Quality Management & Business Excellence. 2011;22(6):641-54.
[36]. Lewis WG, Fai Pun K, Lalla TR. Empirical investigation of the hard and soft criteria of TQM in ISO 9001 certified small and medium-sized enterprises. International Journal of Quality & Reliability Management. 2006;23(8):964-85.
[37]. Powell TC. Total quality management as competitive advantage: a review and empirical study. Strategic management journal. 1995;16(1):15-37.
[38]. Psomas EL, Fotopoulos CV. Total quality management practices and results in food companies. International Journal of Productivity and Performance Management. 2010;59(7):668-87.
[39]. Kumar R, Garg D, Garg T. TQM success factors in North Indian manufacturing and service industries. The TQM Journal. 2011;23(1):36-46.
[40]. Sila I. Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: An empirical study. Journal of Operations management. 2007;25(1):83-109.
[41]. Saraph JV, Benson PG, Schroeder RG. An instrument for measuring the critical factors of quality management. Decision sciences. 1989;20(4):810-29.
[42]. Mustafa E, Bon AT. Role of top management leadership and commitment in total quality management in service organization in Malaysia: a review and conceptual framework. 2012.
[43]. Yang CC. Quality is the Best Strategy in Competition. APEX International Management Consulting Co, Taiwan. 1997.
[44]. Yang C-C. The impact of human resource management practices on the implementation of total quality management: An empirical study on high-tech firms. The TQM Magazine. 2006;18(2):162-73.
[45]. Thai Hoang D, Igel B, Laosirihongthong T. The impact of total quality management on innovation: Findings from a developing country. International journal of quality & reliability management. 2006;23(9):1092-117.
[46]. Singh PJ, Smith A. An empirically validated quality management measurement instrument. Benchmarking: An International Journal. 2006;13(4):493-522.
[47]. Gotzamani KD, Theodorakioglou YD, Tsiotras GD. A longitudinal study of the ISO 9000 (1994) series' contribution towards TQM in Greek industry. The TQM Magazine. 2006;18(1):44-54.
[48]. Hafeez K, Malak N, Abdelmeguid H. A framework for TQM to achieve business excellence. Total Quality Management and Business Excellence. 2006;17(9):1213-29.
[49]. Armstrong-Stassen M, Reavley M, Ghanam D. Organizational downsizing and its perceived impact on quality management practices. International Journal of Quality & Reliability Management. 2005;22(9):950-67.
[50]. Prajogo DI, McDermott CM. The relationship between total quality management practices and organizational culture. International Journal of Operations & Production Management. 2005;25(11):1101-22.
[51]. Prajogo DI. The comparative analysis of TQM practices and quality performance between manufacturing and service firms. International Journal of Service Industry Management. 2005;16(3):217-28.
[52]. Miyagawa M, Yoshida K. An empirical study of TQM practices in Japanese-owned manufacturers in China. International Journal of Quality & Reliability Management. 2005;22(6):536-53.
[53]. Lagrosen Y, Lagrosen S. The effects of quality management–a survey of Swedish quality professionals. International Journal of Operations & Production Management. 2005;25(10):940-52.
[54]. José Tarí J. Components of successful total quality management. The TQM magazine. 2005;17(2):182-94.
[55]. Valmohammadi C. The impact of TQM implementation on the organizational performance of Iranian manufacturing SMEs. The TQM Journal. 2011;23(5):496-509.
[56]. Drew E, Healy C. Quality management approaches in Irish organisations. The TQM Magazine. 2006;18(4):358-71.
[57]. Zhang Z, Waszink A, Wijngaard J. An instrument for measuring TQM implementation for Chinese manufacturing companies. International Journal of Quality & Reliability Management. 2000;17(7):730-55.
[58]. Chin K-S, Pun K-F, Xu Y, Chan J. An AHP based study of critical factors for TQM implementation in Shanghai manufacturing industries. Technovation. 2002;22(11):707-15.
[59]. Ali, N. A., Mahat, F., & Zairi, M. Testing the criticality of HR-TQM factors in the Malaysian higher education context. Total Quality Management, 2010; 21(11), 1177-1188.
[60]. Antony, J., Leung, K., Knowles, G., & Gosh, S. Critical success factors of TQM implementation in Hong Kong industries. International journal of quality & reliability management, 2002; 19(5), 551-566.
[61]. Zu X, Robbins TL, Fredendall LD. Mapping the critical links between organizational culture and TQM/Six Sigma practices. International Journal of Production Economics. 2010;123(1):86-106.
[62]. Das A, Paul H, Swierczek FW. Developing and validating total quality management (TQM) constructs in the context of Thailand's manufacturing industry. Benchmarking: An International Journal. 2008;15(1):52-72.
[63]. Bayazit O, Karpak B. An analytical network process-based framework for successful total quality management (TQM): An assessment of Turkish manufacturing industry readiness. International Journal of Production Economics. 2007;105(1):79-96.
[64]. Koilakuntla M, Patyal VS, Modgil S, Ekkuluri P. A Research Study on Estimation of TQM ‘Factors Ratings’ Through Analytical Hierarchy Process. Procedia Economics and Finance. 2012; 3:55-61.
[65]. Talapatra, S. and Uddin, M. "Prioritizing the barriers of TQM implementation from the perspective of garment sector in developing countries", Benchmarking: An International Journal, 2019; Vol. ahead-of-print No. ahead-of-print.
[66]. . Al Nahyan, M. T., All, A., & Farouk, S. Key enablers of effective implementation of TQM in Royal Jet Airways. Advances in Decision Sciences, 2017.
[67]. . Mehralian, G., Nazari, J., Rasekh, H. and Hosseini, S. "TOPSIS approach to prioritize critical success factors of TQM", The TQM Journal, 2016; Vol. 28 No. 2, pp. 235-249.
[68]. Antony J, Fergusson C, Warwood S, Hing Yee Tsang J. Comparing total quality management success factors in UK manufacturing and service industries: some key findings from a survey. Journal of Advances in Management Research. 2004;1(2):32-45.
[69]. Rao SS, Ragu-Nathan T, Solis LE. Does ISO 9000 have an effect on quality management practices? An international empirical study. Total quality management. 1997;8(6):335-46.
[70]. Dale BG, Boaden RJ. Improvement framework. The TQM Magazine. 1993;5(1).
[71]. Sreedharan V., R., Sunder M., V. and R., R. "Critical success factors of TQM, Six Sigma, Lean and Lean Six Sigma", Benchmarking: An International Journal, 2018; Vol. 25 No. 9, pp. 3479-3504.
[72]. Saleh, R.A., Sweis, R.J. and Mahmoud Saleh, F.I. “Investigation the impact of hard total quality management practices on operational performance in manufacturing organizations: evidence from Jordan”, Benchmarking: An International Journal, 2018; Vol. 25 No. 7, pp. 2040-2064
[73]. Kanji GK, Tambi AMBA, Wallace W. A comparative study of quality practices in higher education institutions in the US and Malaysia. Total Quality Management. 1999;10(3):357-71.
[74]. Chin K-S, Pun K-F, Xu Y, Chan J. An AHP based study of critical factors for TQM implementation in Shanghai manufacturing industries. Technovation. 2002;22(11):707-15
[75]. Khanna HK, Sharma DD, Laroiya SC. Identifying and ranking critical success factors for implementation of total quality management in the Indian manufacturing industry using TOPSIS. Asian Journal on Quality. 2011 Jun 21;12(1):124-38.
[76]. Talib F, Rahman Z, Qureshi M. Prioritising the practices of total quality management: An analytic hierarchy process analysis for the service industries. Total Quality Management & Business Excellence. 2011;22(12):1331-51.
[77]. Koilakuntla M, Patyal VS, Modgil S, Ekkuluri P. A Research Study on Estimation of TQM ‘Factors Ratings’ Through Analytical Hierarchy Process. Procedia Economics and Finance. 2012; 3:55-61.
[78]. سیوندی پور، سبحان، موسوی راد، سید حامد. تحلیل سیستم مدیریت کیفیت با استفاده از پویایی های سیستم. نشریه علمی پژوهشی مهندسی و مدیریت کیفیت. 1396; 7(1): 29-42.
[79]. قاسمی، احمدرضا، بهرنگ، کیاندخت. ارائه‌ی رویکردی یکپارچه برای مدیریت کیفیت جامع با استفاده از روش‌شناسی سیستم‌های نرم (موردمطالعه یک شرکت صنایع غذایی). نشریه علمی پژوهشی مهندسی و مدیریت کیفیت. 1397; 8(2): 116-132.
[80]. Wu W-W. Choosing knowledge management strategies by using a combined ANP and DEMATEL approach. Expert Systems with Applications. 2008;35(3):828-35.
[81]. Wah CY, Menkhoff T, Loh B, Evers H-D. Social capital and knowledge sharing in knowledge-based organizations: An empirical study. International Journal of Knowledge Management (IJKM). 2007;3(1):29-48.
[82]. Chen-Yi H, Ke-Ting C, Gwo-Hshiung T. FMCDM with Fuzzy DEMATEL Approach for Customers' Choice Behavior Model. International Journal of Fuzzy Systems. 2007;9(4).
[83]. Lin C, Wu W-W. A fuzzy extension of the DEMATEL method for group decision making. European Journal of Operational Research. 2004;156(1):445-55.
[84]. Gharakhani D. The evaluation of supplier selection criteria by fuzzy DEMATEL method. Journal of Basic and Applied Scientific Research. 2012;2(4):3215-24.
[85]. Opricovic S, Tzeng G-H. Defuzzification within a multicriteria decision model. International Journal of Uncertainty, Fuzziness and Knowledge-Based Systems. 2003;11(05):635-52.
[86]. Orji IJ, Wei S. An innovative integration of fuzzy-logic and systems dynamics in sustainable supplier selection: A case on manufacturing industry. Computers & Industrial Engineering. 2015; 88:1-12.
[87]. Wang Y-L, Tzeng G-H. Brand marketing for creating brand value based on a MCDM model combining DEMATEL with ANP and VIKOR methods. Expert Systems with Applications. 2012;39(5):5600-15.
[88]. Büyüközkan G, Çifçi G. A novel hybrid MCDM approach based on fuzzy DEMATEL, fuzzy ANP and fuzzy TOPSIS to evaluate green suppliers. Expert Systems with Applications. 2012;39(3):3000-11.
[89]. Saaty TL. Theory and applications of the analytic network process: decision making with benefits, opportunities, costs, and risks: RWS publications; 2005.
[90]. Saaty TL. Decision making with the analytic hierarchy process. International journal of services sciences. 2008;1(1):83-98.
[91]. Wang J, Xing R. Decision making with the Analytic Network Process: Economic, political, social and technological applications with benefits, opportunities, costs and risks. JSTOR; 2007.
[92]. Yang, Y. P., Shieh, H. M., Leu, J. D., Tzeng, G. H. A novel hybrid MCDM model combined with DEMATEL and ANP with applications. International journal of operations research. 2008; 5(3), 160168.
[93]. Lin, W. R., Wang, Y. H., Hung, T. E. Selecting mobile banking system service for consumers by using a combined DEMATEL and ANP approach. Journal of accounting, finance & management strategy.2012; 7(1), 1-14.
[94]. Grover S, Agrawal V, Khan I. Role of human factors in TQM: a graph theoretic approach. Benchmarking: An International Journal. 2006;13(4):447-68.
[95]. Talib F, Rahman Z. Critical success factors of TQM in service organizations: a proposed model. Services Marketing Quarterly. 2010;31(3):363-80.
[96]. Lakhal La, Pasin F, Limam M. Quality management practices and their impact on performance. International Journal of Quality & Reliability Management. 2006;23(6):625-46.
[97]. Ueno A. Which management practices are contributory to service quality? Part 2: Findings from in-depth interviews. International Journal of Quality & Reliability Management. 2009;26(8):761-77.
[98]. Rao SS, Solis LE, Raghunathan T. A framework for international quality management research: development and validation of a measurement instrument. Total Quality Management. 1999;10(7):1047-75.
[99]. James PT. Total quality management: An introductory text: Prentice Hall; 1996.
[100]. Bayraktar E, Tatoglu E, Zaim S. An instrument for measuring the critical factors of TQM in Turkish higher education. Total Quality Management. 2008;19(6):551-74.
[101]. Pun K, Chin K, Gill R. Determinants of employee involvement practices in manufacturing enterprises. Total Quality Management. 2001;12(1):95-109.
[102]. Mehra S, Hoffman JM, Sirias D. TQM as a management strategy for the next millennia. International Journal of Operations & Production Management. 2001;21(5/6):855-76.
[103]. Hodgetts RM. Measures of quality and high performance: Simple tools and lessons learned from America's most successful corporations: Amacom; 1998.
[104]. Dean Jr JW, Bowen DE. Management theory and total quality: improving research and practice through theory development. Academy of management review. 1994;19(3):392-418.
[105]. Anderson JC, Rungtusanatham M, Schroeder RG. A theory of quality management underlying the Deming management method. Academy of management Review. 1994;19(3):472-509.
[106]. Singh J, Singh H. Kaizen philosophy: a review of literature. IUP journal of operations management. 2009;8(2):51.
[107]. Hyland P, Mellor R, O’Mara E, Kondepudi R. A comparison of Australian firms and their use of continuous improvement tools. The TQM Magazine. 2000;12(2):117-24.
[108]. Barker KJ, Emery CR. The effect of TQM factors on financial and strategic performance: an empirical test using manufacturing firms. Electronic Business. 2013;12(1).
[109]. Nair A. Meta-analysis of the relationship between quality management practices and firm performance—implications for quality management theory development. Journal of operations management. 2006;24(6):948-75.
[110]. Yusuf Y, Gunasekaran A, Dan G. Implementation of TQM in China and organisation performance: an empirical investigation. Total quality management. 2007;18(5):509-30.
[111]. Solis LE, Raghu-Nathan T, Subba Rao S. A regional study of quality management infrastructure practices in USA and Mexico. International Journal of Quality & Reliability Management. 2000;17(6):597-614.
[112]. Maletič D, Maletič M, Gomišček B. The impact of quality management orientation on maintenance performance. International Journal of Production Research. 2014;52(6):1744-54.
[113]. Sinclair D, Zairi M. Performance measurement as an obstacle to TQM. The TQM Magazine. 1995;7(2):42-5.
[114]. Kanji GK, Asher M. Total quality management process: a systematic approach: Carfax; 1993.
[115]. Cho, Y.S. and Linderman, K. “Metacognition-based process improvement practices”, International Journal of Production Economics, 2019; Vol. 211 No. 1, pp. 132-144.
[116]. Patyal, V.S. and Koilakuntla, M. “Impact of organizational culture on quality management practices: an empirical investigation”, Benchmarking: An International Journal, 2018; Vol. 25 No. 5, pp. 1406-1428.
[117]. Samson D, Terziovski M. The relationship between total quality management practices and operational performance. Journal of operations management. 1999;17(4):393-409.
[118]. Baidoun SD, Salem MZ, Omran OA. Assessment of TQM implementation level in Palestinian healthcare organizations: The case of Gaza Strip hospitals. The TQM Journal. 2018 Mar 5;30(2):98-115.
[119]. Ahmed S, Hassan M. Survey and case investigations on application of quality management tools and techniques in SMIs. International Journal of Quality & Reliability Management. 2003;20(7):795-826.
[120]. Aquilani B, Silvestri C, Ruggieri A. Sustainability, TQM and value co-creation processes: The role of critical success factors. Sustainability. 2016;8(10):995.
[121]. Yusr, M.M., Mokhtar, S.S.M., Othman, A.R. and Sulaiman, Y. “Does interaction between TQM practices and knowledge management processes enhance the innovation performance?”, International Journal of Quality & Reliability Management, 2017; Vol. 34 No. 7, pp. 955-974
[122]. Sweis, R.J., Mahmoud Saleh, F.I., Dahiyat, S.E., Sweis, N.J., Saleh, R.A. and Diab, H. “Benchmarking of TQM practices in INGOs: a literature review”, Benchmarking: An International Journal, 2016; Vol. 23 No. 1, pp. 236-261
[123]. Nasim, K. “Role of internal and external organizational factors in TQM implementation: a systematic literature review and theoretical framework”, International Journal of Quality & Reliability Management, 2018; Vol. 35 No. 5, pp. 1014-1033
[124]. Carnerud, D. “25 years of quality management research – outline sandtrends”, International Journal of Quality & Reliability Management, 2018; Vol. 35 No. 1, pp. 208-231
[125]. Veltmeyer, J. and Mohamed, S. “Investigation into the hierarchical nature of TQM variables using structural modeling”, International Journal of Quality & Reliability Management, 2017; Vol. 34 No. 4, pp. 462-477
)