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dc.contributor.advisorCampbell-Hunt, Colin
dc.contributor.authorElliott, Hamish G Hen_NZ
dc.date.available2011-04-07T03:15:27Z
dc.date.copyright2004-03-21en_NZ
dc.identifier.citationElliott, H. G. H. (2004, March 21). Total quality management, sustainable competitive advantage, and the resource-based view an exploratory study of TQM and competitive advantage at Fisher & Paykel (Dissertation, Master of Business). Retrieved from http://hdl.handle.net/10523/1427en
dc.identifier.urihttp://hdl.handle.net/10523/1427
dc.description.abstractThe aim of this research is to examine the relationships between Total Quality Management (TQM) and sustainable competitive advantage at Fisher & Paykel Appliances Ltd's Dunedin plant. The theory of how TQM may generate or support sustainable competitive advantage has previously been relatively uncharted. Therefore, this study is an exploratory case study using primary data from interviews with the plant Quality Facilitator and HR Manager, and additional data from secondary sources. The study also examines the stronger sustainability of competitive advantage from resource combinations. The foremost conclusion from this study is that the cornerstone of Fisher & Paykel's competitive advantage lies in their innovative capacity, and that it is their core values – style, integrity, care, and innovation – underpinning their quality-inspired systems, operations, and culture that differentiate them in terms of innovative and competitive product design and manufacturing. While innovative products are the final results that generate value for the firm, it is the underlying quality systems, culture, and infrastructure that generates and supports innovation. The study finds that Fisher & Paykel's core competence is its ability to design, manufacture, and get to market, innovative, stylish, and superior quality products more quickly than competitors, and support the products with care and integrity inspired quality service. It is the F&P way – their TQM system and culture – that facilitates this core competence, and consequently, appears to generate sustainable competitive advantage. The holistic quality system (the F&P Way), strategic quality management planning, process control and management, and care in the team environment are identified as core gestalt combinations that appear to support Fisher & Paykel's sustainable competitive advantage. The results of this study suggest that three dynamic capabilities are the principal sources of sustainable competitive advantage at Fisher & Paykel: customer focus (service & satisfaction), continuous improvement, and innovation. The value of this study is that establishes some empirical progress in the theoretical explanation of the relationship between TQM and sustainable competitive advantage, and how TQM can generate sustainable competitive advantage.en_NZ
dc.subjectTotal Quality Managementen_NZ
dc.subjectsustainable competitive advantageen_NZ
dc.subjectFisher & Paykelen_NZ
dc.subjectholistic quality systemen_NZ
dc.subjectcustomer focusen_NZ
dc.subjectservice & satisfactionen_NZ
dc.subjectcontinuous improvementen_NZ
dc.subjectand innovation.en_NZ
dc.subject.lcshHF Commerceen_NZ
dc.subject.lcshHF5601 Accountingen_NZ
dc.subject.lcshH Social Sciences (General)en_NZ
dc.titleTotal quality management, sustainable competitive advantage, and the resource-based view an exploratory study of TQM and competitive advantage at Fisher & Paykelen_NZ
dc.typeDissertationen_NZ
dc.description.versionUnpublisheden_NZ
otago.date.accession2006-10-13en_NZ
otago.schoolManagementen_NZ
thesis.degree.disciplineManagementen_NZ
thesis.degree.nameMaster of Business
thesis.degree.grantorUniversity of Otagoen_NZ
thesis.degree.levelMasters Dissertationsen_NZ
otago.openaccessAbstract Only
dc.identifier.eprints439en_NZ
otago.school.eprintsManagementen_NZ
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