[雙語翻譯]酒店管理外文翻譯—質(zhì)量管理能否提高績效，或反之亦然？來自酒店業(yè)的證據(jù)（原文）

1、EMPIRICAL ARTICLEDoes quality management improve performance or vice versa? Evidence from the hotel industryJuan Jose ´ Tar? ´1 ? Jorge Pereira-Moliner1 ?Eva M. Pertusa-Ortega1 ? Mar? ´a D. Lo ´pez-Ga

2、mero1 ?Jose ´ F. Molina-Azor? ´n1Received: 2 September 2014 / Accepted: 18 November 2015 / Published online: 27 November 2015 ? Springer-Verlag Berlin Heidelberg 2015Abstract This paper has several aims: (a) to

3、 identify an empirical taxonomy of quality management (QM), (b) to assess whether more advanced QM hotels achieve better performance levels and (c) to analyse whether hotels with better performance levels have more advan

4、ced QM levels. This paper contributes to identify a taxon- omy of QM in hotels showing the association between a particular level of QM and different performance dimensions. In addition, the paper sheds light on the poss

5、ible selection effect in the hotel industry. The study finds that hotels with higher QM levels have better hotel guest satisfaction and employee satisfaction, efficiency and better business performance. It also shows tha

6、t hotels with better performance levels develop QM to a greater extent. Accordingly, QM level is one factor among others that explain better performance levels in hotels. Also, good performance can facilitate the impleme

7、ntation of QM practices.Keywords Quality management ? Performance ? Cluster analysis ? Selection effect ? Hotel industryLee et al. 2009; Yeung et al. 2003; Zhao et al. 2004). These studies examining an empirical taxonomy

8、 of QM have analysed manufacturing and service organizations, and they have shown that performance levels are enhanced at the different development levels of QM practices. In addition, some scholars have suggested the ne

9、ed for further studies analysing the association with business performance, especially in service industries. For example, Lee et al. (2003) showed that manufacturing and service organizations with better QM system imple

10、mentation have significantly better outcomes in customer and people performance. Yeung et al. (2003) identified four types of QM systems in manufacturing firms: undeveloped quality system, framed quality system, accommod

11、ating quality system and strategic quality system. The authors indicated that different aspects of organizational performance (efficiency, customer satisfaction and business performance) are improved at different stages

12、of development of QM practices. Organizations develop their QM first by establishing a framed quality system which improves operations and reduces mistakes. This can lead to some operational benefits ‘‘but not lifting up

13、 the organizational performance as a whole. When they further develop their QM systems, they accommodate their QM system and achieves slight improvement […] but the overall organizational performance, especially marketin

14、g growth and financial gains, cannot be achieved until a strategic quality system is established’’ (Yeung et al. 2003). Zhao et al. (2004) identified four different levels of QM practices in service organizations: undeve

15、loped quality system, accommodating quality system, soft quality system and strategic quality system. They found that service organizations with undeveloped quality systems generally reported poor business results and wh

16、en organizations improve their quality system they achieved better employee satisfaction, customer results, effectiveness and business performance. Accordingly, those service organizations with better QM levels achieve b

17、etter performance levels. Claver-Corte ´s et al. (2008) and Lee et al. (2009) identified two levels of QM practices in which one group developed all QM practices to a higher extent than the other cluster. Similarly,

18、 those organizations with a higher level of QM practices performed significantly better than those in the group with a lower level on the performance variables analysed (e.g. customer satisfaction, efficiency, cost of po

19、or quality and employee turnover rate). These studies on empirical taxonomies of QM have shown that organizations with a higher level of adoption of QM practices outperformed those with a relatively lower level of implem