NATIONAL ECONOMICS UNIVERSITY -------- šš&››--------
Project completed at: National Economics University -------- šš&››-------- Scientific supervisor: Associate Professor, Dr. LE CONG HOA
Objection 1: Objection 2: Objection 3:
NGUYEN TRONG TAN IMPACT OF QUALITY CULTURE TO QUALITY PERFORMANCE IN VIETNAMESE ENTERPRISES Major: Business Administration Code: 9340101
The thesis will be defended before the Thesis Evaluation Council at level ….. meeting at National Economics University On:...day...month...year 202 5
DOCTORAL THESIS SUMMARY
Thesis can be found at:
- National Library of Vietnam - National Economics University Library
Hanoi - 2025
INTRODUCTION
1. Urgency of the research
Quality culture is considered one of the most important factors for improving competitiveness. According to Ehlers (2009), a lack of an appropriate quality culture will prevent companies from improving their performance. Similarly, Ehlers (2009) and Rad (2006) noted that quality culture is linked to several factors, including technology, organizational culture, service design, process management, business strategy, and organizational decision-making. Ehlers (2009) argued that a quality culture is essential for the success of TQM implementation, while Fotopoulos and Psomas (2009) reiterated this point, stating that a quality culture generally supports problem-solving and enhances employee training. They also found a relationship between quality culture and total quality management. Kanji et al. (1997) also observed that the key elements of total quality management are positively related to quality culture. Rad (2006) and Zadry (2005) also reported similar findings, indicating that a quality culture is a key factor in the success of TQM implementation.
prohibited and smuggled goods, as well as more than 25,100 cases of trade fraud. Alarmingly, there are up to 1,100 cases related to counterfeit goods and intellectual property violations in the fields of medical drugs, functional foods, and milk (Dai Kim, 2025). This situation has left consumers confused about the level of quality control of goods, directly threatening their health and lives. As a result, they are pushed into a consumption matrix that is difficult to distinguish between genuine and fake goods. Therefore, for consumers to trust and purchase their products, businesses in Vietnam must prioritize product quality, provide safe products, and ensure the health of their customers. Product quality is formed from the production process of enterprises. A quality culture will make a difference in the products and services of an enterprise, thereby helping it maintain customer trust and increase competitiveness (Isocert, 2021). Each enterprise has its own unique characteristics in terms of products and human resources, so enterprises need to consider the comprehensive impact of quality culture on quality performance. Although there have been studies on quality culture in the world and in Vietnam, such as quality culture in higher education institutions and quality culture in small and medium-sized enterprises, there are still very few studies on the impact of quality culture on quality performance in enterprises. This is the reason why the author chose the topic: "Impact of quality culture on quality performance in Vietnamese enterprises" as the topic for his doctoral thesis.
2. Research objectives and questions 2.1. General objectives
Wu et al. ( 2011 ) argue that quality culture plays a vital role in organizational culture, and appropriate quality helps management programs become more effective. Quality and quality management are core issues in each enterprise for building, maintaining, and enhancing its brand image in the business environment of each country. In the context of strong international economic integration and cooperation, along with increasingly fierce competition, the urgent issue today is to continuously improve product quality, satisfy the increasing needs of customers, this is the requirement and task of all enterprises and quality management in enterprises to affirm the position of their products in the market. Not only that, but to compete better, quality must be incorporated into all aspects of business life and work, from business operations to building a team of employees with high professional capacity, practical communication skills, and a strong work ethic. To achieve this, each business must cultivate a quality culture, ensuring that all members of the organization understand the importance of producing high-quality work and are accountable for meeting the quality requirements set out (Wu et al., 2011).
The thesis is conducted to study the quality culture in enterprises, the impact of quality culture on quality performance, on that basis, build a model to evaluate the impact of quality culture on quality performance in Vietnamese enterprises. At the same time, propose a number of solutions and recommendations to build a quality culture and improve quality performance in Vietnamese enterprises.
2. Research objectives and questions 2.1. General objectives The thesis aims to study the quality culture in enterprises, the impact of quality culture on quality performance, and, based on this, build a model to evaluate the impact of quality culture on quality performance in Vietnamese enterprises. At the same time, propose several solutions and recommendations to build a quality culture and improve quality performance in Vietnamese enterprises.
2.2. Specific objectives (1) Systematize the theoretical basis of corporate quality culture and the impact of quality culture on quality performance in the enterprise. Analyze the performance achieved as well as the limitations of previous studies, and based on this, determine the research gap in the topic.
Quality culture refers to the image of employees' approach to quality within an organization, as expressed by the organization's vision of quality, its quality values, and long- term support for continuous quality improvement (Wu, 2014; Harvet & Stensaker, 2008). Quality culture represents what quality means to the organization, how quality goals are defined, how people in the organization participate in achieving their goals, how team and individual performance are measured, and how those who contribute to achieving quality goals are rewarded (Araújo et al., 2019). Corporate quality culture should be understood as a system of shared views, attitudes, ideas, interests, and expectations in both formal and informal relationships in the field of quality. Quality culture accompanies and influences human activities from the concept (stimulus) to the decision-making process, the implementation of decisions, to the learning from the impact of the decisions made, and the formation (direct/indirect, conscious/unconscious) of quality culture (Cronemyr et al., 2017). (2) Build a model of the impact of quality culture on the quality performance of enterprises. Develop a scale to measure the elements of a quality culture, as well as a scale to assess quality performance—a survey to evaluate the quality culture and quality performance in Vietnamese enterprises. Test the model and evaluate the impact of quality culture on quality performance in Vietnamese enterprises, thereby determining the impacts of quality culture variables on quality performance.
(3) Propose some management implications for Vietnamese enterprises to build a quality culture to improve quality performance in enterprises; and recommend policies for State management agencies to promote the improvement of product quality in Vietnamese enterprises, affirming the reputation and competitiveness of Vietnamese products in the Currently, counterfeit and substandard goods are spreading nationwide, with increasingly complex developments (Dai Kim, 2025). According to the report published by the National Steering Committee 389, more than 34,000 violations related to smuggling, trade fraud, and counterfeit goods have been detected and handled by the authorities nationwide. Of these, there are more than 8,200 cases involving the trading and transportation of
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orientation factor, the continuous improvement factor, the process management factor, the international market. To achieve the above objectives, the thesis focuses on answering the following questions: Question 1. What is the quality culture of an enterprise? How is the quality culture of an enterprise measured and evaluated through what methods and indicators? Question 2. How do the factors of quality culture affect quality performance in Vietnamese enterprises? Which factor has the most substantial impact? employee participation factor, the leadership commitment factor, and the quality training factor. Of the seven hypotheses proposed, six were accepted. Of the seven factors, the factor "reward and recognition" was rated the highest; the remaining five factors all had a positive impact on quality performance. This finding is consistent with previous studies (Drummond, 1992; Evans & Lindsay, 1996; Hardjono et al., 1997; Ishikawa, 1985; Juran, 1988). Question 3. How can Vietnamese enterprises cultivate a quality culture to enhance quality performance within their units?
Third, the Thesis tests the differences in business size, business type, and number of years of operation on quality performance. The factors of business size, business type, and number of years of operation do not differ between businesses. Regardless of the size or type of business, 3. Research objects and scope 3.1 Research subjects The primary research focus of this thesis is the impact of quality culture on quality performance in enterprises in Vietnam.
companies focus on the quality of their products to ensure their survival and growth in the market, given the current fiercely competitive context. 5. Thesis layout After the introduction, the content of the Thesis is presented in the following main contents: Chapter 1. OVERVIEW OF RESEARCH ON THE IMPACT OF QUALITY CULTURE ON
3.2. Scope of research Spatial scope: Quality is a vital factor of a business, formed in the production process of each business's products. Product quality determines customer loyalty, helps businesses eliminate risks from the outset, enables them to create high-quality products, and facilitates overcoming repair situations or defective products. Due to the broad scope of the research topic, the author focuses on manufacturing businesses in industrial parks located in the Red River Delta, North Central, and Central Coast regions, as well as the Mekong Delta.
QUALITY PERFORMANCE Chapter 2. THEORETICAL BASIS AND RESEARCH MODEL Chapter 3. RESEARCH METHODOLOGY Time scope: The thesis is conducted and analyzed to examine the impact of quality culture on the quality performance of enterprises, collecting annual data from April 2022 to August 2022, and additional data from June 2024 to August 2024.
Chapter 4. RESEARCH RESULTS ON THE IMPACT OF QUALITY CULTURE ON QUALITY PERFORMANCE IN VIETNAMESE ENTERPRISES Chapter 5. DISCUSSION OF RESEARCH RESULTS AND POLICY IMPLICATIONS
4. New contributions of the Thesis 4.1. New contributions in terms of academics and theory Firstly, the Thesis has synthesized domestic and foreign studies on the concept, approach to culture, quality culture, and measurement scales of quality culture indicators, as well as the quality performance of enterprises. The author has added the author's approach to quality culture in enterprises.
Second, the study summarizes the existing research on the impact of quality culture on quality performance in enterprises. The author of the Thesis built a research model consisting of 7 factors, including the development of the scale "Encouraging employees to participate in the process of discovering product errors" of the factor "Employee participation"; built a model of the impact of quality culture on quality performance of Vietnamese enterprises.
Third, the study employed a combination of quantitative methods, including model testing, and qualitative methods, such as gathering opinions from business leaders, production managers, and employees working directly at the businesses, to complete the content of the quality culture scale within the business. 4.2. New findings and recommendations drawn from the research results of the Thesis Firstly, the Thesis conducted a case study at two manufacturing enterprises, showing that
quality culture plays a vital role and is formed through the production and business processes, as well as the leader's perspective, including the solidarity and unity of workers, slogans, signs, organization, and arrangement of the workplace.
Second, the Thesis employs a model with seven factors that contribute to the quality culture, affecting quality performance, which include the reward and recognition factor, the customer
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involvement requires a culture of innovation that can accept failures in the pursuit of acquiring Chapter 1. OVERVIEW OF RESEARCH ON THE IMPACT OF QUALITY new knowledge (Naveh & Erez, 2004). CULTURE ON QUALITY PERFORMANCE
1.1. Overview of research on quality culture 1.1.2. Components of quality culture
1.1.1. Perspectives on quality culture
Mendez (2018) lists three fundamental pillars of quality culture, the first pillar is the individual's focus on quality, through which people improve themselves, strive to create helpful habits in life, learn, teach people around, the ability to turn information into knowledge in specific actions, initiative, the ability to plan and manage activities over time, skills to maintain balance in life and thereby achieve high personal performance. The topic of quality culture is of interest to many scholars representing various scientific organizations, who have analyzed it from diverse perspectives. According to Gore (1999), quality culture is a practical foundation for the success of an organization and in addition, organizational culture can influence the following three factors: individual employee behavior
The second pillar is building trust and cooperation. Trust and open communication are the basis for quickly identifying real problems, their causes, and ways to improve (Wu, 2014). Immediate response and effective transfer of important information within the team define the essence of the second pillar.
(Bose, 2004), knowledge sharing (Ooi et al., 2010) and job satisfaction (Ooi et al., 2007). In other words, total quality management practices must be integrated with a quality culture that encompasses key elements, including doing it right the first time, continuous improvement, and achieving customer satisfaction (Sitkin et al., 1994; Snell & Dean, 1992). Quality culture is considered one of the most important factors for improving competitiveness. According to Ehlers (2009), a Lack of appropriate quality culture can prevent companies from improving
The third pillar presents solutions to problems throughout the enterprise, thus enhancing team spirit. According to Mendez (2018), habits that lead to quality can be characterized by three parts. The first is the trigger, or stimulus, that signifies activation. The stimulus can be their performance. Similarly, Ehlers (2009) and Rad (2006) noted that quality culture is linked to several factors, including technology, organizational culture, service design, process information, skill, or knowledge. The next part is the routine, automatic action. It is a behavioral aspect. Moreover, the last part is the reward, a pleasure.
1.1.3. Organizational obstacles to the development of a quality culture
There are numerous obstacles to developing a quality culture within organizations. Each organization is unique, making it challenging to list all the obstacles that hinder the development of a quality culture. However, John Kelly (1997) has grouped these obstacles into five categories: management, business strategy, and organizational decision-making. Ehlers (2009) argued that a quality culture is essential for the success of TQM implementation, while Fotopoulos and Psomas (2009) reiterated this point, stating that a quality culture generally supports problem-solving and enhances employee training. They also found a relationship between quality culture and total quality management. Kanji et al. (1997) also observed that key elements of total quality management are positively related to quality culture. Rad (2006) and Zadry (2005) also reported similar findings; they pointed out that a quality culture is an important factor for the success of TQM implementation. + Short-term goals
+ The insecurity that employees feel
+ Incomplete job description
+ Inadequate management
+ Lack of long-term commitment to quality improvement
The Relationship Between Quality Culture and Quality Infrastructures A growing number of operations management scholars have linked cultural values and beliefs to operations management practices such as manufacturing strategy (Bates, Amundson, Schroeder, & Morris, 1995), advanced manufacturing technology (McDermott & Stock, 1999; Khazanchi, Lewis, & Boyer, 2007), just-in-time manufacturing (Nahm, Vonderembse, & Koufteros, 2004), and quality management (Flynn & Saladin, 2006). Several cultural attributes have been linked to quality infrastructure practices. For example, Shortell et al. (1995) concluded that In modern conditions, most organizations focus almost exclusively on short-term goals such as monthly sales results, monthly cost reductions, quarterly financial results, etc. Managers
an organization that is flexible and accepting of Cultural risk is significantly related to the implementation of quality improvement. A growth culture facilitated by top management and
brag about short-term successes to convince the owners that the company is successful and, based on that, secure bonuses and new management contracts. For example, short-term goals are not conducive to developing a quality culture. In particular, improving organizational culture is a slow and long-term process. It implies a vision and strategic decisions aimed at encouraging employees to take risks is a key quality attribute. Furthermore, meeting customer needs to maintain customer satisfaction requires an organization to have a high-growth culture that can be flexible and adapt to changing customer needs over time. Customer and supplier improving the quality level of customer (client) service.
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1.2. Overview of product quality delivery time (Jagoda & Kiridena, 2015). This means that if a company wants to achieve
1.2.1. Studies on quality management
The concept of quality has shifted from being considered a non-price factor underlying
higher long-term performance, it must build and maintain mutually beneficial relationships with its customers (Narver & Slater, 1990). To meet customer needs and deliver superior customer value, organizations must adopt TQM initiatives through the integration of company activities and understanding, sharing, and responding to customers (Benavides-Velasco et al., 2014; Wang et al., 2012). TQM can be effectively applied in both manufacturing and service
imperfect competition in the market to being considered a strategic resource for companies. In other words, quality has moved from being a one-dimensional attribute of a product to being considered a multidimensional construct that needs to be managed and whose implementation will lead to the dynamic capabilities of businesses (Garvin, 1984, 1987; Teece et al., 1997; Zollo & Winter, 2002). sectors (Claver-Cortes et al., 2008; Nair, 2006). Many studies consider TQM as a source of competitive advantage and performance improvement (Calvo-Mora et al., 2014; Nair, 2006; Zakuan et al., 2010). Companies that adopt TQM practices achieve a better competitive advantage than those that do not (Valmohammadi & Roshanzamir, 2015).
Table 1. 1 Overview of studies on the impact of quality culture to achieve quality performance in business In recent decades, total quality management (TQM) has been described in many publications (Bou Llusar, Escrig Tena, & Roca Puig, 2001; El Shenawy, Baker, & Lemak, 2007; Hendricks & Singhal, 2001; Terziovski & Samson, 2000) as a management tool that gives companies a competitive advantage and allows them to generate higher profits. Variable 1.2.2. Elements of quality management Authors Chong et al. (2001) Measurement Improve performance (labor productivity;
Researchers consider TQM as an important parameter or a built-in factor to achieve manufacturing excellence. Therefore, this aligns with the view that TQM excellence is the (internal quality; external quality); Quality Productivity employee behavior; throughput time; inventory levels; Unit price) Revenue, profit, market share, image Overall performance primary criterion or fundamental factor in achieving manufacturing excellence (Yusof & Aspinwall, 2000; Temtime, 2003; Sharma & Kodali, 2008; Pinho, 2008).
Performance quality
Product/service quality; Employee and service quality; Process quality; Supplier performance Sales; overall competitiveness; cash flow; exports; market share Economic value added; return on sales; free cash flow Husain et al. (2001) Brah et al. (2002) Ahmed and Hassan (2003) Naser et al . (2004) Agus (2005) Total assets; Net profit Many companies are aware of the need to implement quality management (QM) and are striving to gain recognition through winning national or international awards, which are increasingly being awarded. Therefore, these findings also support the notion that quality management (QM) is not a new issue in manufacturing; the implementation of QM or TQM is not limited to any type or size of organization (Ahmed & Hassan, 2003). This is also supported by Fenning et al. (2008), who consider quality management a strategic tool to and Measurement performance Financial performance Financial performance Business performance improve organizational performance in both large and small businesses anywhere in the world.
Quality performance focus; 1.3. Overview of research on the impact of quality culture on quality performance in enterprises Sila Ebrahimpour (2005) Nguyen Dinh Phan, Dang Ngoc Su, 2005
1.3. Overview of research on the impact of quality culture on quality performance in enterprises et al. Total quality management is considered a company-wide management philosophy that aims
performance Lakhal et al. (2006) Tari (2007) Phong et al. (2008) Organizational performance Quality performance Organizational performance productivity, for continuous improvement in all business activities, encompassing the concept of total quality from resource provision and acquisition to customer support and after-sales service (Kaynak, 2003; Munizu, 2013). Performance indicates the operating system's ability to achieve previously defined competitive priorities, such as quality, service, product price, and Arumugam et Quality Customer focused performance; Human resource performance; Financial and market performance; Organizational effectiveness performance Leadership commitment; Employee involvement; Customer Process management; Continuous improvement; Quality measurement; Supplier relations Financial performance; Operating efficiency; Product quality Customer performance; people performance; social performance; performance quality costs, (reduced Operational increased Business etc.); performance (increased market share, corporate image, etc.) Product and service quality; customer relations,
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enterprise management for ongoing quality improvement (Wu, 2014; Harvet & Stensaker, al. (2008) performance
customer satisfaction with product quality; quality performance relative to industry standards Financial and non-financial performance
2008). Second, some studies emphasize the importance of quality culture to consumers, such as Mehra (2010), and customer satisfaction in service use (Chen et al., 2002). Kujala and Lilrank (2004) argued that customer factors or continuous improvement are often accepted in various businesses and considered a success factor when studying the relationship between quality Organizational Škrinjar et al. performance (2008) Su et al. (2008) Organizational performance Measurement performance Jusoh and Parnell (2008)
culture and quality performance in organizations. Building a quality culture requires much adaptation to the environment. In an environment where customers' tolerance for quality issues is decreasing, employees who accept quality as their core value will have a significant Quality performance; business performance; R&D performance Financial measures; customer measures; internal business process measures; learning and growth measures Customer satisfaction; employee satisfaction; social impact; business performance Business performance, satisfaction level
orientation; TQM Performance Organizational performance Quality measurement
Leadership Commitment; Employee Engagement Customer Process management Continuous improvement; Quality measurement; Supplier relations competitive advantage (Srinivasan & Kurey, 2014). Therefore, for a quality culture to meet the company's goals of increasing people satisfaction and business performance while maintaining sustainability (Nenadál et al., 2018; Brecka & Koraus, 2016). Third, in today's businesses, error prevention is mainly focused on rather than developing a culture of error detection and error management in the organization. Errors are not easily
Fotopoulos and Psomas (2009) Zakuan et al. (2010) Síria Barros, Paulo Sampaio, Pedro Saraiva (2014) Asad Ultah et al. (2016) Quality performance
identified (Senders & Moray, 1991) as unintended deviations from planned goals, or inadequate or incorrect feedback processing, or actions stemming from a lack of understanding. In organizations with a high error management culture, the negative
Yu Han et al. (2019) Quality performance Leadership commitment; Employee involvement; Customer focus; Supplier relations; Quality training Leadership commitment; Employee engagement; Quality communication Source: NCS synthesis
1.4 . Research gap In today's digital revolution, maintaining a high level of quality is essential for organizations. Customers are becoming increasingly demanding and better informed, which necessitates a
focus on quality culture within organizations. A quality culture is a set of behaviors, norms, values, and attitudes that employees exhibit within an organization. Organizational culture significantly impacts the perceived quality, building, improving, nurturing, and maintaining consequences of errors are likely to be reduced or at least more easily controlled because people in such organizations are aware that errors will occur and therefore try to mitigate the potential damage caused by errors. Secondary error prevention stems from improved knowledge sharing about various error situations. An error management culture can also stimulate organizational creativity. The nature of innovation is uncertainty, so errors are likely to occur. Organizational creativity is higher when people believe that they will not be blamed or ridiculed when errors occur (Edmondson, 1999). Furthermore, accepting errors as a natural part of work and communicating about errors high levels of organizational quality (Aleksandar Dejanović et al., 2023). Quality culture has encourages individuals to explore and experiment. Errors can inspire individuals to develop
a better and more sophisticated understanding of a particular situation that causes errors to occur. Therefore, a culture of better error management can have high levels of individual initiative and experimentation. The exchange of information about errors, the rapid detection of errors, and the practical and coordinated handling of errors all contribute to improving product quality, service quality, and work processes.
a significant impact on the quality performance of businesses. For quality management programs to be successful, it is necessary to develop a collaborative and entrepreneurial organizational culture supported by long-term management and employee commitment and involvement, organizational learning, innovation and entrepreneurship, teamwork and collaboration, risk taking, continuous improvement, customer focus (internal and external), supplier partnerships, quality monitoring and evaluation. There have been numerous studies by foreign and domestic authors on the impact of quality culture on the performance of staff
and employees in enterprises; however, the impact of quality culture on the implementation of comprehensive quality management systems in enterprises has not been extensively
researched. First, Quality Culture represents the image of employees' approach to quality within the enterprise, expressed through the quality vision, quality values, and the continuous support of
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CHAPTER 2 THEORETICAL BASIS AND RESEARCH MODEL
2.1. Fundamental theories used in thesis research 2.1.1. Total quality management and performance In operations management research, total quality management is considered a company-wide management philosophy that aims for continuous improvement in all business activities, encompassing the concept of total quality from resource provision and acquisition to customer support and after-sales service (Kaynak, 2003; Munizu, 2013). Performance refers to the ability of the operations system to achieve previously defined competitive priorities, such as quality, service, product price, and delivery time (Jagoda & Kiridena, 2015). That is, if a company wants to achieve higher long-term performance, it must build and maintain mutually beneficial relationships with customers (Narver & Slater, 1990). To meet customer needs and deliver superior customer value, organizations must adopt TQM initiatives through the integration of company activities and understanding, sharing, and responding to customers (Benavides-Velasco et al., 2014; Wang et al., 2012). TQM can be effectively applied in both manufacturing and service sectors (Claver-Cortes et al., 2008; Nair, 2006). Many studies consider TQM as a source of competitive advantage and performance improvement (Calvo- Mora et al., 2014; Nair, 2006; Zakuan et al., 2010). Companies that adopt TQM practices achieve a better competitive advantage than those that do not (Valmohammadi & Roshanzamir, 2015). According to Nair (2006), TQM practices are essential and significant for the effective management and competitive survival of a company. If the managers of an organization have a high-quality orientation, it is assumed that the employees in the organization exhibit a higher-quality orientation (Heine et al., 2016; Ina, 2016).
Meanwhile, quality-oriented companies, by affirming quality in all organizational functions, achieve higher performance (Ina, 2016). Organizations that focus on meeting customer needs, motivating and engaging employees to deliver high-quality products/services, and prioritizing continuous improvement are likely to outperform their competitors (Joiner, 2007). Therefore, the primary purpose of TQM activities is to enhance the performance and quality of the company's products, thereby motivating managers to continue implementing TQM activities in their organizations. TQM is often viewed as a process-oriented approach to improving customer satisfaction by providing high-quality goods and services (Mehra et al., 2001). Producing high-quality products and services at a fair price has a direct impact on how external customers perceive their purchasing and consumption experience (Gustafsson & Johnson, 2002). This level of quality can be achieved through improved business processes that reduce defects, costs (Rust et al., 2002; Napolitano, 2003), as well as cycle times and inventories (Napolitano, 2003), ultimately improving customer perceptions of quality and increasing customer satisfaction (Rust et al., 2002; Napolitano, 2003). Atkins et al. (2002) also argue that customer value is created through the lowest cost, highest quality, fastest cycle time, and highest overall customer satisfaction. 2.1.2. Six Sigma quality management theory Quality management is characterized by its principles, practices, and techniques (Dean & Bowen, 1994). Six Sigma employs a structured approach to managing improvement activities, represented by the Define-Measure-Analyze-Improve-Control (DMAIC) method used in process improvement, or the Define-Measure-Analyze-Design-Verify (DMADV) method used in product/service design improvement (Linderman et al., 2003). Six Sigma emphasizes the use of various quantitative metrics in continuous improvement, such as process Sigma metrics, critical quality metrics, defect measures, and the 10 measures of improvement, as well as traditional quality measures such as process capability (Breyfogle et al., 2001; Linderman et al., 2003). Six Sigma projects can increase the scale of improvement, reduce project performance variation, and enhance efforts to improve quality and employee commitment. Six Sigma top management support promotes QM implementation by providing direction and resources for quality improvement (Ahire & O'Shaughnessy, 1998; Yeung et al., 2005). Top management support reflects the promotion of the collaborative and learning environment necessary for QM implementation (Anderson et al., 1994; Beer, 2003). The QM literature has found strong empirical support for the impact of top management support on activities such as customer relationships, supplier relationships, and workforce management. Top management support fosters customer relationships by inviting customers to visit the plant and meet key personnel, providing resources for employees to visit customer plants, soliciting detailed information about customer needs and expectations, and involving customers in product design teams (Flynn et al., 1995). Top management support facilitates workforce management by allocating resources for training, establishing quality-based compensation policies, and supporting employee participation (Anderson et al., 1995; Flynn et al., 1995). 2.2. Theoretical basis of quality culture in enterprises 2.2.1. Concept of culture According to Morgan, culture is the expression of social reality. He explains that discussing culture typically refers to the patterns of development that are expressed in a society's knowledge, beliefs, values, laws, and daily rituals (Morgan, 2002). Different societies and organizations have different patterns of social development. Morgan emphasizes that culture is a social and collective phenomenon that refers to the ideas and values of a social group and that influence their actions without them being consciously aware of it. Organizations are described as socially constructed realities that exist in the minds and through the ideas of their members as well as in very concrete practices and relationships (Morgan, 2002). 2.2.2. Organizational culture Organizational culture is a highly popular term among management theorists and managers. The term "culture" has its theoretical roots in social anthropology and was initially used in a comprehensive sense to describe the qualities of a group of people, passed down from one generation to the next (Karimi & Abdulkadir, 2012). It exists at various levels, including national culture and organizational culture. In his research, Hofstede (1997) understood culture as a set of typical attributes/behaviors (manifestations of culture) with four different depths of impact: symbols, heroes, values, and rituals (Hofstede, 2005). Thus, according to the thesis author's point of view, organizational culture is a system of values, concepts, and beliefs shared among enterprise members, affecting the perceptions and behaviors of members in the process of carrying out the enterprise's production and business activities. 2.2.3.Quality culture The concept of quality culture is attractive to many businesses because it brings a human element to the ideas of employees associated with concepts such as control, assurance, and process. Quality is often associated with several values and can be understood as a branch of an appropriate corporate culture. Brennan and Shah (2000) emphasize three aspects that are generally agreed upon by scientists: “Culture includes values, attitudes, and behaviors”. Since attitudes and behaviors are based on values (Sundrum, 2004), it is necessary to consider quality values as the foundation of quality culture. Quality culture encompasses various components, organized into multiple levels, with the core comprising a system of values, standards, philosophies, and beliefs that regulate and
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2014
Kaynak, Hale 2003 3
4 - Productivity - Product durability - Suitability of characteristics - Invalid product quantity - Number of customer complaints - Product quality level - Productivity - Scrap and rework costs as a percentage of total revenue - Delivery time for purchasing raw materials - Time of delivery of final product to customer - Customer satisfaction - Increased investment in quality - KPI to evaluate business performance Forbes Insight and ASQ Report, 2014 Source: NCS synthesis 2. 4. Research model and hypothesis
H1
Leadership commitment
H2
Based on the research of Stefan Lagrosen (2002), Denisa Mala et al. (2023), Pavol Durana et al. (2019), combined with empirical research at May 10 Corporation - JSC, Tan Viet Anh Production and Trading Company Limited, the author proposes the following research model:
H3
Quality results (QR)
H4
H5
Employee Engagement
Continuous improvement
H6
Quality training
Control variables: - Firm size - Firm type - Years in operation
H7
Rewards and recognition
Customer Orientation Process management
Fig. Proposed research model Source: Proposed by the researcher influence other components. Quality culture governs and influences the feelings, thoughts, and behaviors of members in a business/organization, enabling them to solve quality problems. A quality culture is formed over a long period, shared throughout the enterprise, and continually updated to suit the constant changes in the business environment. 2.2.4.Quality culture structure in enterprises According to the stratified approach, quality culture is divided into three distinct layers: the Surface layer, the intermediate layer, and the deepest layer. 2.2.5.Quality culture models 2.2.5.1. Six-value model The Six Values Model of Quality Culture was introduced by John A. Woods in 1996. The six values of a quality culture can help businesses avoid or resolve situations that arise within the organization and foster growth. 2.2.5.2. Some other quality culture models 2.2.6. Indicators for assessing quality culture in enterprises Systematizing the research on quality culture, previous studies have built a scale to measure quality culture, which is summarized by the author in the table below. 2.3. Theoretical basis of quality performance in enterprises 2.3.1. Concept of quality Quality has consistently been listed as one of the top competitive priorities of the manufacturing industry and has become a prerequisite for success in the global marketplace. With quality being a major competitive priority for manufacturing companies worldwide, much discussion has been devoted to defining quality construct. According to the thesis author's point of view, Product quality is the level of satisfaction of goods and services to consumers, which is achieved through compliance with design specifications or the reliability of internal processes. Quality is a set of separate states, including quality production process, quality experience process, and quality assessment process. 2.3.2. Concept of quality management The emergence of Total Quality Management (TQM) is a significant development in management practice. The recognition of TQM as a competitive advantage has spread worldwide, especially in Western countries, and today, very few companies (especially manufacturing companies) can ignore the term TQM (Dean & Bowen, 1994). Despite numerous stories of TQM failures, previous empirical studies on the relationship between TQM and organizational performance, particularly quality, have consistently shown strong and positive results (Ahire et al., 1996; Flynn et al., 1994; Samson & Terziovski, 1999). On the other hand, innovation has also received considerable attention due to its important role in ensuring a sustainable competitive advantage in the current market (Tushman & Nadler, 1986). 2. 3.3. Scale for evaluating quality performance
Table 2.3 Summary of studies on quality performance in business STT Study Rating scale - The factor of “leadership commitment” - LD Many leading scholars in the field of TQM argue that managerial commitment is significant (e.g., Deming, 1986; Gronroos, 1990; Ishikawa, 1985). Gummesson (1993) emphasizes that a crucial aspect of leadership in today's organizations is the leader's ability to foster relationships with customers. 1 - Loss due to customer defections - Profit / Cost of quality Hypothesis H1: Leadership commitment (LD) has a positive impact on quality performance (KQCL).
2 Dinh Nguyen Phan, Dang Ngoc Su, 2005 Síria Barros, Paulo Sampaio, Saraiva, Pedro - Product quality level - Customer satisfaction - Product reliability - The “employee participation” factor - NV Employee involvement impacts quality performance (ISO, 2015) by promoting everyone in the organization to understand the quality objectives and increase motivation for achieving
13 14
CHAPTER 3 RESEARCH BACKGROUND AND METHODS
them, promoting employee involvement in improvement activities, individual initiative and creativity, enhancing people's satisfaction, enhancing trust and cooperation throughout the organization, and increasing focus on shared values and culture throughout the organization. Hypothesis H2: Employee participation has a positive impact on quality performance (KQCL).
3.1. Research context 3.1.1 Development situation of Vietnamese enterprises On average, Vietnam has more than 19,000 newly established and re-established enterprises every month. The number of enterprises entering and re-entering the market in 2024 is 233,419 enterprises (Statistical Yearbook, 2024).
- The "customer orientation" factor - KH Customer orientation impacts quality performance (ISO, 2015) by increasing customer value. When a business prioritizes meeting customer needs as the primary focus of quality management, it can enhance customer satisfaction, foster customer loyalty, and increase repeat business. After all, customers will cooperate for a long time and continue to buy products, thereby enhancing the organization's reputation, increasing revenue, and expanding market share. Hypothesis H3: Customer orientation (KH) has a positive impact on the quality performance (KQCL) of enterprises.
Source: General Statistics Office, 2024
Chart 3.1. Situation of newly established and re-entering enterprises in the market in the period 2016 - 2024 - The “process management” factor - QT Process management impacts quality performance (ISO, 2015) by improving the ability to focus efforts on key processes and improvement opportunities, detecting and correcting the causes of poor product quality in processes leading to stable and predictable outputs. Hypothesis H4: Process management (QT) has a positive impact on quality performance (KQCL).
Research Overview
Identify research gaps
Research on theoretical basis, theory of quality culture and quality results
Identify variables and scales for each variable
3.1.2. Activities to implement quality culture in Vietnamese enterprises Quality culture is formed from the production and business activities, relationships, and quality management policy systems of each enterprise, and it has its unique characteristics for each field. Enterprises are always concerned about whether the products or services they provide to the market meet the requirements of customers or satisfy them. 3.2. Thesis research process To achieve the research objectives of the thesis, the author conducts the thesis research process as follows: - The element of “continuous improvement” - CT Continual improvement impacts quality performance (ISO, 2015) through improving process performance, enhancing business capabilities and customer satisfaction, encouraging businesses to focus on identifying root causes and proposing corrective and preventive actions, improving the ability to predict and respond to risks, Hypothesis H5: Continuous improvement (CT) has a positive impact on quality performance (KQCL).
Add more factors and develop the scale
- The factor of "quality training" - DT Quality training impacts quality performance (ISO, 2015) through the fact that the quality management system is most effective when all employees understand and apply the skills, training, education and experience required to perform their roles and responsibilities. Hypothesis H6: Quality training (DT) has a positive impact on quality performance (KQCL) of enterprises. - The “Reward and Recognition” factor - PT Qualitative research
Consider the appropriateness of the scale
Preliminary quantitative research
Collect, analyze data, discuss results and propose recommendations
Formal quantitative research Rewards and recognition play a crucial role in motivating employees and enhancing their performance (Lawler, 2003). A carefully designed reward system can significantly enhance an organization's efficiency and productivity. Today, complex reward systems are needed to meet the needs of a more diverse workforce. H7: Rewards and recognition (PT) have a positive impact on quality performance (KQCL) of enterprises.
Figure 3.1 Thesis research process Construction Research
3.3. Qualitative research 3.3.1. Objectives of qualitative research Based on the general research objectives of the thesis, the author conducted qualitative research using data collection and synthesis methods, as well as in-depth interviews to learn
15 16
and clarify research concepts and study the impact of each factor of quality culture in Vietnamese enterprises on quality performance. Firstly, the author reviews research works on quality culture, quality management, and the impact of quality culture on quality performance in enterprises worldwide and in Vietnam. Second, test and screen the independent variables in the theoretical model proposed by the author and determine the preliminary relationship between the independent variables and the dependent variables. The variables in the proposed research model have been studied globally, but certain variables have not been extensively researched in Vietnam. In-depth interviews will help the author confirm the factors that are suitable for the Vietnamese enterprise context. Third, the author conducted in-depth interviews to check the suitability of the scales used in the study. The scales used are those that have been scientifically and practically tested. The author inherited them from previous studies published in prestigious journals in the fields of quality culture and quality management, which have a high number of citations. However, applying them to Vietnamese enterprises requires adjusting the scales accordingly. 3.3.2 . Implementation method Qualitative research methods are used in both data collection and data analysis
stages. 3.3.3. Qualitative research results 3.3.4. Case Study Case 1. Garment Corporation 10 – JSC The quality culture of Garment Corporation 10 - JSC is shown as follows:
(1) Tangible factors: Logo and Slogan of Garment Corporation 10 - JSC; Workplace arrangement; (2) Intangible factors: Business philosophy, Quality management system; Labor safety and hygiene. Thus, a quality culture plays a vital role and significance for Garment
Corporation 10, as it has helped the company gain a foothold in both the domestic and global textile markets, contributing to the overall development of the Vietnamese textile industry. Case 2. Tan Viet Anh Production and Trading Company Limited Tan Viet Anh Production and Trading Company Limited is a Carton Packaging Company established on September 25, 2001, with a factory area of 3.1 hectares located in Pho Noi, Hung Yen. The company specializes in manufacturing and supplying carton products from various types of paper sheets to finished products with high quality, diverse designs, leading in Hung Yen, Hanoi, Bac Ninh, Hai Duong, Ha Nam, Hai Phong and neighboring provinces with the brand: " Tan Viet Anh Packaging - One Word of Trust - Ten Thousand Beliefs". 3.4. Quantitative research 3.4.1. Scale development and survey design Table 3.1 Scales used to assess quality culture
3.4.2. Sampling and data collection With the thesis topic "The impact of quality culture on quality performance in Vietnamese enterprises", the author chose the research sample of enterprises in industrial parks in the Red River Delta, Central Coast, and Mekong Delta regions as a representative research sample for Vietnamese enterprises. 3.4.3 Descriptive statistics of the research sample Statistical analysis of the research sample aims to assess the suitability of the sample concerning the sampling frame and to evaluate the reliability of the sample in representing the entire population. Descriptive analysis is divided according to the control variables of the enterprise, including: Type of enterprise, business line, number of years of operation, and quality management system. TT 1 2 3 4 5 6 7 Scale Leadership commitment Employee Engagement Customer Orientation Process management Continuous improvement Quality training Rewards and recognition Number of observations 6 6 5 6 5 4 5 Source: NCS Statistics
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Chapter 4. RESEARCH RESULTS ON THE IMPACT OF QUALITY CULTURE ON QUALITY PERFORMANCE IN VIETNAMESE ENTERPRISES
4.1. Descriptive statistics of observed variables in the research model To evaluate the variables in the research model, the author uses the mean score, standard deviation, and 95% confidence interval. The variables of the research model include: The observations of the “leadership commitment” scale are all greater than 3, with the highest being the observation “Business leaders accept their responsibility for quality” at 3.69.
The “Employee Participation” scale is all greater than 3, with the highest being the observation “Employees are encouraged to participate in quality assurance activities” at 3.89.
The results of the EFA analysis of the independent variable: KMO coefficient = 0.931 (>0.5) show that the conditions for conducting factor analysis and Bartlett's test have a significance level <0.05, confirming that the exploratory analysis is appropriate, and the observed variables in the same factor are correlated with each other. The author aims to select high-quality observed variables, so he will use a factor loading threshold of 0.5 instead of choosing the corresponding factor loading based on the sample size. Compare this threshold with the results in the rotation matrix; there is A bad variable, KH3, that needs to be considered for removal. Variable KH3 loads on both Component 1 and Component 3 with loading factors of 0.555 and 0.506, respectively; the difference in loading factors is 0.555 – 0.506 = 0.049 < 0.2. The author uses the method of eliminating bad variables one by one in an EFA analysis. From 37 observed variables in the first EFA analysis, KH3 is eliminated, and the remaining 36 observed variables are included in the second EFA analysis.
Table 4.21. Results of the second exploratory factor analysis of the independent variable KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .930
Approx. Chi-Square 10478.520 Bartlett's Test of Sphericity df 630 The “Customer Orientation” scale has all values greater than 3, with the highest being the observation “Measuring the level of customer satisfaction is an important indicator in evaluating quality performance,” which reaches 4.11. The “Process Management” scale has all values greater than 3, with the highest being the observation “QT1 - Employees are provided with clear and complete work instructions and processes,” which reaches 3.91. The “Continuous Improvement” scale ranges from 3.21 to 3.95, with the highest score being the observation “CT1 - The enterprise is never satisfied with the current quality level and always Sig. .000
Source: According to the author's survey and analysis strives to improve quality,” which reaches 3.95. The scale of “Quality training” ranges from 4.06 to 4.13, with the highest score being the KMO coefficient = 0.930 > 0.5, Bartlett's Test sig = 0.000 < 0.05, so factor analysis is appropriate.
Results of the dependent variable: KMO coefficient = 0.891 (>0.5) shows that the conditions for conducting factor analysis and Bartlett's test have a significance level <0.05, confirming that the exploratory analysis is appropriate, and the observed variables in the same factor
observation “DT1 - The enterprise conducts quality management system training for employees,” which reaches 4.13. The scale of “Rewards and recognition” ranges from 3.64 to 4.08, with the highest being the observation “PT1 - When you do a good job, you are appreciated, respected and treated fairly” at 4.08. The observations of the “Quality Performance” scale range from 3.52 to 4.03, with the highest being the observation “KQCL2 - The enterprise achieves high customer expectations” at 4.03. 4.2. Results of reliability testing of the scale Quality culture in enterprises is measured through 6 factors, the results of the reliability are correlated with each other. EFA analysis with Principal component factor extraction and Varimax rotation extracted a factor from eight observed variables, with an accumulated extracted variance of 53.281% (>50%), which is satisfactory. test of the scale are as follows: 4.5. Regression analysis and testing of research hypotheses Table 4.1. Cronbach's Alpha test results of independent variables
Table 4.27 Suitability of the ANOVA model ANOVA a
Model 1 Regression Remainder Total Sum of squares 96,552 37,809 134,361 df 9 422 431 Mean square 10,728 .090 F 119,740 Sig. .000 b Leadership commitment: .953 Employee Engagement: .85 0 Customer orientation .839 Process Management .845 Continuous improvement: .8 6 Quality training : 0. 894 Rewards and recognition : 0.872 Quality result .873 Source: NCS data processing a. Dependent Variable: KQCL b. Predictors: (Constant), NV, KH, KHUMO, Sonamhoatdong, LHDN, LD, DT, QT, PT, CT 4.3. Results of exploratory factor analysis (EFA) Source: Author's data processing
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CHAPTER 5: DISCUSSION OF RESULTS STUDY AND POLICY IMPLICATIONS 5.1. Discussion of research results Table 4.27 shows that the F value has a significance level of Sig.=0.000(<0.05), the proposed linear regression model is suitable for the collected data and all variables are statistically significant. From the research results, the thesis answers the following questions: Question 1. What is the quality culture of an enterprise? How is the quality culture of The regression model used in the thesis has the following form: an enterprise measured and evaluated through what methods and indicators? Table 4.28 Model Explanation Level
Quality culture encompasses various components, organized into multiple levels, with the core comprising a system of values, standards, philosophies, and beliefs that determines and influence other components. Model 1 R Squared Adjustment .711 R Squared .715 R .846a Durbin-Watson 2,036
Standard error of the model .29995 a. Predictors: (Constant), PT, DT, CT, LD, QT, NV, KH b. Dependent Variable: KQCL Source: NCS data processing
In the author's research, Quality Culture is measured through the following factors: Leadership commitment; employee evaluation; customer orientation; Process management; continuous improvement, quality training for employees and rewards and recognition; with 38 observed variables, especially the thesis conducted qualitative research using in-depth interviews to add the scale "Encouraging employees to participate in the process of discovering product defects" Question 2. How do the factors of quality culture affect quality performance in Vietnamese enterprises? Which factor has the most substantial impact?
Table 4.28 shows that the adjusted R2 is .711, meaning that 71.1% of the variation in
quality performance is explained by the variation of 7 variables including Leadership
Commitment, Employee Involvement, Customer Orientation, Process Management,
Continuous Improvement, Quality Training, and Rewards and Recognition. In addition, the
Durbin-Watson test d= 2.036 (1 Accept Model 1 Reject Accept Accept Accept Unstandardized coefficient
Std. Error
.147
.022
.020
.037
.036
.036
.029
.033 B
.395
.073
-.051
.204
.213
.185
.080
.355 Standardization
factor
Beta
.110
-.071
.214
.214
.150
.090
.411 t
2,690
3,374
-2.599
5,459
5,924
3.105
2,718
10,627 Sig.
.007
.001
.010
.000
.000
.000
.007
.000 Accept .031 .022 .038 1,414 .158 Accept Hypothesis H1: Leadership commitment (LD) has a positive
impact on quality performance (KQCL) in the enterprise.
Hypothesis H2: Employee participation (NV) has a positive
impact on quality performance (KQCL) in the enterprise.
Hypothesis H3: Customer orientation (KH) has a positive impact
on quality performance (KQCL) in enterprises.
Hypothesis H4: Process management (QT) has a positive impact
on quality performance (KQCL) in enterprises.
Hypothesis H5: Continuous improvement (CT) has a positive
impact on quality performance (KQCL) in enterprises.
Hypothesis H6: Quality training (DT) has a positive impact on
quality performance (KQCL) in enterprises.
Hypothesis H7: Rewards and recognition (PT) have a positive
impact on quality performance (KQCL) in enterprises. (Constant)
LD
NV
KH
QT
CT
DT
PT
Sonamhoat
dong
QUYMO
LHDN .009
.002 .017
.033 .013
.002 .507
.057 .612
.954 Y = .395+ .110*LD – .071 *NV + .214*KH + .214*QT+ .150*CT + .090*DT + .411*PT Source: Author's data processing From table 4.29, we can write the regression model as follows: From the results table, it can be seen that the Sig values of LD, NV, KH, QT, CT, DT, PT are all less than 0.05, so these variables are all statistically significant. Control variables : Number of years in operation, Size, type of business have Sig greater than 0.05 so are not statistically significant. Assessing the status of quality culture and quality performance in Vietnamese enterprises, the
research performance indicate that all elements of quality culture in Vietnamese enterprises
significantly impact the quality performance of the enterprise. Of the seven factors above, the
factor "Rewards and recognition" has the most substantial impact on quality performance.
Hypothesis H1: Leadership commitment (LD) has a positive impact on quality performance
(KQCL) in the enterprise with coefficient Beta = 0.110> 0, and Sig = .001<.05, so the
hypothesis is accepted. The involvement and commitment of leaders and managers at
different levels is crucial for TQM implementation (Deming, 1986; Juran, 1986, 1989;
Crosby, 1992; Feigenbaum, 1993; Ishikawa, 1985), and it has also been highlighted as an
important factor in several empirical studies (Ramirez & Loney, 1993; Zairi & Youssef, 1995;
Ahire et al., 1996; Dayton, 2001; Saraph et al., 1989; Flyn et al., 1994; Thiagarajan & Zairi,
1997; Rao et al., 1999; Zhang et al., 2000; Pun, 2001; Lau & Idris, 2001; and Li et al., 2001).
Hypothesis H2: Employee participation (NV) positively affects quality performance (KQCL) 21 22 the overall Vietnamese enterprises. However, represent to as well as establishing movements and awards that promote a quality culture.
Second, strengthen communication, training, rewards, and recognition activities. These
activities are highly effective and have a significant impact in conditions where quality
management activities have a low baseline. Build funding for training activities to foster a
quality culture and deploy these activities to develop it further.
Third, increasing employee participation in quality management activities, enhancing process
management, and improving quality improvement and measurement have not shown evidence
of their impact on quality performance in enterprises, which may lead to Vietnamese
enterprises neglecting these activities.
5.2.2. Recommendations for businesses
Firstly, business leaders need to pay more attention to quality management activities. Only
leaders who value product quality can mobilize the capacity and intelligence of their staff to
improve product quality gradually.
Second, more importance should be given to linking factors, including quality education and
training, as well as communicating a clear vision, objectives, and quality policies to the staff.
Third, Vietnamese workers, due to traditional cultural characteristics such as autonomy and
non-compliance with regulations, a preference for stability and a dislike of change, as well as
selfishness and a dependent lifestyle, tend to assign responsibility to the collective and take
little personal responsibility (Tran Ngoc Thiem, 2011).
Fourth, the quality performance in Vietnamese enterprises are not high, as evidenced by quality
indicators such as product quality levels, technical product indicators, and production productivity.
Fifth, the indicators reflecting product quality, production productivity, and the number of
non-conforming products are all low; however, the indicators measuring customer satisfaction
and the number of customer complaints are all better.
Sixth, businesses need to establish a quality management program with a long-term plan that
focuses on quality improvement and enhancement, ultimately driving business development.
5.3. Some limitations of the study
Firstly, the survey sample chosen by the author is enterprises in industrial parks of 3 regions
to
improve overall
representativeness, it is necessary to continue developing research for enterprise samples
across various regions and areas, thereby accurately reflecting the overall research of
Vietnamese enterprises.
Second, the author has only surveyed five groups of industries in the production and business
activities of enterprises, and has not expanded to other industries, such as information
technology, service enterprises, education, and transportation.
Third, in the thesis research, the author evaluates the impact of quality culture on quality
performance according to the multivariate regression model, evaluates the impact of the total
factors of the enterprise's quality culture on the enterprise's quality performance, to clarify
and more comprehensively the impacts of quality culture on quality performance in
Vietnamese enterprises, it is necessary to use more diverse studies on many aspects, according
to each layer of impact to complete the research effectiveness of the topic, and evaluate more
comprehensively the impacts of quality culture on the enterprise's quality performance.
5.4. Future research directions
The next research direction is application-oriented research, focusing on developing solutions to
foster a quality culture in enterprises and promoting quality performance in Vietnamese enterprises.
Case studies on the impact of quality culture on quality performance for each type of
enterprise are conducted to obtain a diverse impact assessment for specific enterprise cases,
encompassing a range of distinct quality culture nuances. in the enterprise, with a Beta coefficient of -0.071 and a significance level of 0.010 (< 0.05).
The hypothesis is rejected, indicating that employee participation hurts quality performance.
Employee participation in the goals of the TQM process is very important in the success of
TQM (Shetty, 1993; Lawler et al., 1995; Buch & Rivers, 2002; McAdam & Kelly, 2002).
Hypothesis H3: Customer orientation (KH) has a positive impact on quality performance
(KQCL) in the enterprise, with a beta coefficient of .214 and a significance level of .000; the
hypothesis is accepted. Customer focus reflects the basic principle of quality management.
Customers are the ultimate judges of quality performance (Evans & Lindsay, 2005).
Hypothesis H4: Process management (QT) has a positive impact on quality performance (KQCL)
in the enterprise, with a Beta coefficient of .214 and a significance level of .000 (< .05); therefore,
the hypothesis is accepted. The success of TQM is achieved through the change from traditional
approaches to the new TQM model (Bounds et al., 1994; Glover, 1993).
Hypothesis H5: Continuous improvement (CT) has a positive impact on quality performance
(KQCL) in the enterprise with Beta = .150 and Sig = .000 <.05; the hypothesis is accepted. In
TQM, the focus is on studying these processes and implementing them more effectively to
provide customers with increasingly valuable products and services at lower costs.
Hypothesis H6: Quality training (DT) has a positive impact on quality performance (KQCL)
in the enterprise, with Beta coefficient = .090 and Sig = .007<.05; the hypothesis is accepted.
With a well-trained and motivated workforce, a company is more likely to improve its quality
performance. Quality training is an organization's effort to equip employees with the
awareness and technical skills necessary for product quality.
Hypothesis H7: Rewards and recognition (PT) have a positive impact on quality performance
(KQCL) in the enterprise, with Beta coefficient = .441 and Sig = .000 <.05; the hypothesis is
accepted. Rewards and recognition play a crucial role in motivating employees to enhance
the efficiency and productivity of an organization.
Among the seven factors affecting quality performance, the factor "Rewards and
Recognition" has the most substantial impact with a Beta coefficient = .441, followed by the
factor of process and customer management with a Beta coefficient = .214; the 4th factor is
continuous improvement (CT) with a Beta coefficient = .150; the 5th factor is Leadership
(LD) with a Beta coefficient = .110; the 6th factor is Training (DT) with a Beta coefficient =
.090 and finally the factor of employee participation with a Beta coefficient = -0.071.
Question 3. How can Vietnamese enterprises cultivate a culture of quality to achieve better
performance within their units?
Corporate quality culture is increasingly regarded as the "soft equipment" essential for
business success. An authentic quality culture is an environment where all members genuinely
care about the quality of their work and make decisions based on the level of quality achieved.
Therefore, to achieve good quality performance, Vietnamese businesses need to:
First, strengthen communication and publicity about the unit's quality culture.
Second, quality training for all staff of the enterprise.
5.2. Policy implications
5.2.1. Policy recommendations to the State
Based on the research results, the quality culture factors have a substantial impact on quality
performance in enterprises, including rewards and recognition, customer needs, continuous
improvement, process management, employee participation, quality training, and leadership
commitment. On that basis, the author has some recommendations for State management
agencies as follows:
Firstly, encourage Vietnamese enterprises to be proactive in cultivating a quality culture, with
a particular focus on linking key factors (communication, training, rewards, and recognition), 23 24 LIST OF PUBLISHED WORKS
1. Nguyen Trong Tan (2019), 'Evaluation of the implementation of quality management
principles in Vietnamese enterprises', Industry and Trade Magazine, No. 01, February
2019, pp.197-204. 2. Nguyen Trong Tan (2019), 'Evaluation of quality management performance of
enterprises in Hung Yen province', Industry and Trade Magazine, No. 22,
December 2019, pp.112-117. towards sustainable development 3. Nguyen Trong Tan (2020), 'Assessing quality culture and proposing to build a quality
culture oriented
in Vietnamese enterprises',
Proceedings of the national scientific conference on Business Administration and
Marketing oriented towards sustainable development, University of Commerce,
December 2020, pp.115-132. 4. Nguyen Trong Tan (2024), 'Factors affecting quality management in the food processing
industry of enterprises in Vietnam', Journal of Economics and Forecasting, No. 19,
October 2024, pp.91-94. 5. Nguyen Trong Tan (2024), 'The impact of quality culture on quality performance in
manufacturing enterprises in Vietnam', Journal of Economics and Forecasting, No. 23,
December 2024, pp.144-147.
