Determining the impact of quality management practices and purchasing-related information systems on purchasing performance: A structural model

Abstract

Purpose - Many studies claim that the implementation of quality management practices and specific information systems can help organizations to improve performance. The objective of this article is to provide insights into current quality management and information systems theory and practice in the purchasing function and their impact on purchasing performance. Design/methodology/ approach - Hypotheses derived from the key features of quality management practices in purchasing (QMPP) and related information systems (IS) practices presented by previous authors are tested using Structural Equation Modelling through field research on a sample of 306 manufacturing companies in Spain. Findings - Findings from this study indicate that there is significant evidence to support the hypothesized model in which QMPP has a direct impact on related IS practices and purchasing performance, as well as an indirect impact on purchasing performance mediated through IS. Research limitations/implications - Use of a single key informant is a possible limitation as opposed to information directly obtained from actual suppliers and internal customers. Also a more stringent test of the relationship between QMPP, IS and purchasing performance requires a more protracted time-span rather than a singlular point in time. Finally, future research could include SRM, ERP, MRP, etc. in the purchasing department Practical implications - A survey of QMPP and IS practices in manufacturing suggests how firms and other organisations should focus their investments to improve purchasing performance. Originality/value - While many researchers have studied information systems and total quality management operations strategies individually, the relationship between the adoption of quality management practices in purchasing and purchasing-related information systems and QMPP's effect on purchasing performance has not yet been analyzed. © Emerald Group Publishing Limited.