The purpose of TQM (Total Quality Management)‐centered organizational culture is to enhance the efficiency of business through the proper allocation and concentration of restricted resources. In order to maximize the corporate profitability through customer satisfaction, what kind of, when and how many resources should be allocated and managed to the preventive TQM activities and corrective TQM activities have become a very important decision making factors at the point of high management. This study aims to identify the causal relationships of quality‐centered organizational culture on service quality and customer satisfaction relating to service failure in food service industry. And this study is intended to discover the factors of quality‐centered organizational culture which impacts on service recovery justice after service failure happens, and it can be helpful for the top managers to make a decision to how to form corporate structural culture.
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17 April 2009
Review Article|
April 17 2009
The Causal Relationship on Quality‐centered Organizational Culture and Its Impact on Service Failure and Service Recovery Available to Purchase
Jong Bae Suk;
Jong Bae Suk
Division of Management, Hansung University, 389, Samseon‐dong 2‐ga, Seongbuk‐gu, Seoul, Korea
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Soong Hwan Chung;
Soong Hwan Chung
Division of Management, Hansung University, 389, Samseon‐dong 2‐ga, Seongbuk‐gu, Seoul, Korea
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Kanghwa Choi;
Kanghwa Choi
Division of Management, Hansung University, 389, Samseon‐dong 2‐ga, Seongbuk‐gu, Seoul, Korea
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Jiyoung Park
Jiyoung Park
College of Business Administration, Seoul National University, 599 Gwanak Ro, Gwanak‐gu, Seoul, Korea
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Publisher: Emerald Publishing
Online ISSN: 2054-555X
Print ISSN: 1598-2688
© Emerald Group Publishing Limited
2009
Asian Journal on Quality (2009) 10 (1): 37–51.
Citation
Bae Suk J, Hwan Chung S, Choi K, Park J (2009), "The Causal Relationship on Quality‐centered Organizational Culture and Its Impact on Service Failure and Service Recovery". Asian Journal on Quality, Vol. 10 No. 1 pp. 37–51, doi: https://doi.org/10.1108/15982680980000626
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