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参考文献类型标识符“J”代表期刊。参考文献类型及文献类型，根据GB3469-83《文献类型与文献载体代码》规定，以单字母方式标识：专著-M；报纸-N；期刊-J；专利文献-P；汇编-G；古籍-O；技术标准-S；学位论文-D；科技报告-R；参考工具-K；检索工具-W；档案-B；录音带-A；图表-Q；唱片-L；产品样本-X；录相带-V；会议录-C；中译文-T；乐谱-I；电影片-Y；手稿-H；微缩胶卷-U；幻灯片-Z；微缩平片-F；其他-E。参考文献的数量要求：（1）参考文献数量一定不少于5篇，最好有10篇以上。（2）要多看相关财务分析与财务管理的书籍，掌握相关理论，但不要在引用的参考文献上过多标注教材类的书籍，一般要求不要超过2本书。（3）尽量不要引用硕士、博士论文，即使引用也不要超过1个。（4）至少引用1篇英文文献。以上内容参考：百度百科-参考文献

IntroductionDuring the past two decades total quality management (TQM) has spread considerablyamong firms, and consequently researchers have studied this management approach insome Some authors find a positive relation between TQM adoption and organisationalperformance ( Douglas & Judge, 2001; Kaynak, 2003; Powell, 1995) Powell(1995), under the framework of the resource-based view (RBV) of the firm, conceptualisesTQM as a strategic From that standpoint, various authors have considered theRBV as a useful theoretical approach to explain TQM’s impact on organisational performance( Escrig-Tena & Bou-Llusar, 2005; Reed, Lemak, & Mero, 2000; Savolainen,2000) Under the RBV, TQM constitutes a resource that is difficult to imitate (Powell,1995) and that generates competitive advantages in the firms that adopt it (Savolainen,2000) Moreover, Reed et (2000) deduced that TQM itself has the potential to generatebarriers to imitation, necessary for In turn, Escrig-Tena and Bou-Llusar(2005) conclude that TQM positively influences organisational performance through thedevelopment of a series of competencies (skills or specific abilities to deploy resources)Some consensus exists about TQM’s capacity to improve organisational performance,so we focus our analysis on how firms can increase the benefits deriving from TQM This is the main objective of the current For this purpose, we use the theoreticaland conceptual framework provided by Williamson’s (1985) transaction cost theory(TCT) This allows us to examine the economic nature of TQM and its capacity toimprove organisational performance in terms of wealth Under TCT, TQM canbe defined as a specific organisational design option (Wruck & Jensen, 1994) Thus, its capacity to improve organisational performance lies in its ability to solve the firm’s organisationaldesign (OD) Specifically, following Milgrom and Roberts (1992),these problems are the information (coordination) and motivation (incentive) problemsarising in After a review of the literature on TQM and OD, we argue and conclude that TQMadoption and implementation must be consistent with OD Otherwise, thepotential benefits of TQM can be diluted by the increase in the level of residual loss(ex-post transaction cost resulting from the appearance of opportunistic behaviours fromthe employees) We analyse a sample of firms that have adopted TQM, and find empiricalevidence of complementarities when firms apply OD and TQM elements Our results show that firms that manage to exploit these complementarities obtain superiororganisational The paper is structured as In the next section, we analyse TQM’s capacity togenerate value and solve the OD problems arising in firms (information and motivationproblems) We then present the design of our empirical research project, specifically thefinal sample and the variables The penultimate section reports and analyses theresults The final section presents the paper’s main conclusions and Total quality management (TQM) as an organisational design (OD) optionThe origin of organisational design (OD) problems lies in the fact that firm resources havemultiple On the one hand, the presence of multiple owners implies the need On the other, their diverging interests lead to the appearance of 太长了，把分给我，我发给你好了。另：如果分高的话，你的毕业论文我可以帮你，我刚写完operations management的论文，虽然是全英文的，但可以帮你翻译