Editor overview

Abstract

Welcome to the fall issue of the Quality Management Journal. Students have returned to campus and there is a chill in the air. We have another issue of the journal that makes contributions in areas ranging from health care to quality 4.0. I appreciate all of the people who continue to submit papers to the QMJ. I also appreciate the work of all of our reviewers, Maddie Felps at Taylor and Francis, and Valerie Ellifson at the American Society for Quality. There is a large behind-the-scenes group that makes a journal like this happen. Please look at the list of our Editorial Board members at https://www. tandfonline.com/action/journalInformation?show=editor ialBoard&journalCode=uqmj20. These people are great supporters of the journal. Following is an overview of the four articles in the journal: The first article is “Linking Quality Supervisory Support to Turnover Intentions Among Rural Healthcare Professionals: The Mediating Role of Satisfaction with Performance Appraisal and Moderating Role of Perceived Organizational Support” by Kwabena G. Boakye (Parker College of Business, Georgia Southern University), Samuel T. Opoku (Jiann-Ping Hsu College of Public Health, Georgia Southern University), and Bettye A. Apenteng (Jiann-Ping Hsu College of Public Health, Georgia Southern University). According to the authors, “this study examines the relationships among quality supervision, performance appraisal satisfaction, and employee turnover. It explores the moderating role of perceived organizational support in these relationships within the context of rural healthcare. The empirical results suggest a negative relationship between the quality of supervisory support and turnover intentions, mediated partially by employees’ performance appraisal satisfaction.” The second paper is “Quality Aspects vs Consumption Values: What Affects Intention to Book Hotels in the Post-Covid Era?” by Arghya Ray (International Management Institute Kolkata), Siddharth Gupta (FORE School of Management Adhitam Kendra, New Delhi, India) and Nripendra P. Rana (College of Business and Economics, Qatar University). According to the authors, “As hotels are trying to recover from the losses suffered during the pandemic, hotels can prepare better strategies if they are able to understand the factors affecting customers’ intention to book hotels in the post-Covid era from the Service Quality (SERVQUAL) and Consumption Value Theory lens. The quantitative analysis found that reliability, brand credibility, and brand loyalty affect customer’s hotel booking intentions.” The third paper is entitled, “Determinants of working capital management for non-certified and certified firms from the EFQM Excellence Model” by Muhammad Yousaf (School of Business and Economics, Westminster International University in Tashkent, Uzbekistan). According to the author, “the study’s main aim is to examine the important determinants that affect working capital (WRC) for non-quality-certified and quality-certified firms from the European Foundation for Quality Management (EFQM) Excellence Model and to explore the impacts of quality certificates on WRC. The empirical findings indicate that firm size and operating cash flow have a positive impact on WRC. On the other hand, financial leverage and profitability have a negative relationship with the WRC.” This is one of the rare articles about the EFQM that passes muster for the QMJ in terms of rigor. The final article for this edition is “Investigating the Critical Success Factors for Integrating Lean Six Sigma and Industry 4.0 by Nevien F. Khourshed (Department of Marketing and International Business, Arab Academy for Science, Technology, and Maritime Transport, Alexandria, Egypt). The author found that “this study seeks to fill th(e) gap by studying the critical success factors (CSF) of integrating LSS with I(ndustry) 4.0 to enhance organizational effectiveness and efficiency. To integrate LSS with I4.0, it could be claimed that the CSFs of LSS that could be considered important for I4.0 implementation are utilization of the necessary procedures, techniques, knowledge, abilities, and experience to accomplish the project’s goals, employees committed to the organization, the organization gives rewards and appreciation to employees for meeting a pre-determined goal, explaining activities and releasing the results in a transparent manner, monitoring ongoing operations to make that the business is on schedule for achieving its goals and performance targets.”