{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,1]],"date-time":"2026-04-01T13:59:44Z","timestamp":1775051984471,"version":"3.50.1"},"reference-count":55,"publisher":"Emerald","issue":"5","license":[{"start":{"date-parts":[[2016,6,13]],"date-time":"2016-06-13T00:00:00Z","timestamp":1465776000000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2016,6,13]]},"abstract":"<jats:sec>\n               <jats:title content-type=\"abstract-heading\">Purpose<\/jats:title>\n               <jats:p> \u2013 The purpose of this paper is threefold: first, to test the role of the managerial team\u2019s commitment to quality deployment, quality performance and firm performance; second, to shed light on the effects of a certified quality management system on this chain; and third, to analyze the effects of changes in this chain on different management team attitudes, namely, innovativeness. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title>\n               <jats:p> \u2013 Based on a survey conducted in a sample of 370 hotels from the region of Madrid (Spain), the model and hypotheses were validated using structural equation modeling analysis. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Findings<\/jats:title>\n               <jats:p> \u2013 The results reveal the importance of a commitment to quality for quality deployment. In addition, quality deployment has a strong impact on operations and employee and customer performance. However, only impacts derived from customers\u2019 perceptions of service quality affect firm performance. In addition, a contextual analysis was performed to verify whether various contextual factors (certification in a quality management standard and the innovative attitude of the management team) could modify the previously obtained results for the full sample. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title>\n               <jats:p> \u2013 The management team should understand that its attitude toward quality management could affect the company\u2019s overall performance. On the one hand, the team should be aware that the cost of implementing quality practices could be a burden for employees in the performance of their daily activities. On the other hand, there is a positive relationship between involvement in addressing customers\u2019 requirements and financial performance. Therefore, a balance between the efforts to maintain a certain level of quality by the firm\u2019s employees and the service quality offered to the customers is crucial to achieving better financial performance. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title>\n               <jats:p> \u2013 The impact of the implementation of quality management practices on performance has been widely studied; however, the role of intangible factors has not been commonly discussed in service industries in general and even less so in the hospitality sector. This paper analyses the influence of the quality management team\u2019s attitudes toward innovativeness and the implementation of a quality management standard.<\/jats:p>\n            <\/jats:sec>","DOI":"10.1108\/imds-06-2015-0235","type":"journal-article","created":{"date-parts":[[2016,5,26]],"date-time":"2016-05-26T03:19:14Z","timestamp":1464232754000},"page":"1005-1023","source":"Crossref","is-referenced-by-count":11,"title":["Effects of quality management on hospitality performance in different contexts"],"prefix":"10.1108","volume":"116","author":[{"given":"Josep","family":"Llach","sequence":"first","affiliation":[]},{"given":"Maria Del Mar","family":"Alonso-Almeida","sequence":"additional","affiliation":[]},{"given":"Jordi","family":"Mart\u00ed","sequence":"additional","affiliation":[]},{"given":"Alfredo","family":"Rocafort","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2020121503265770200_b1","doi-asserted-by":"crossref","unstructured":"Abrate, G.\n               , \n                  Capriello, A.\n                and \n                  Fraquelli, G.\n                (2011), \u201cWhen quality signals talk: evidence from the Turin hotel industry\u201d, \n                  Tourism Management\n               , Vol. 32 No. 4, pp. 912-921.","DOI":"10.1016\/j.tourman.2010.08.006"},{"key":"key2020121503265770200_b3","doi-asserted-by":"crossref","unstructured":"Alonso-Almeida, M.M.\n                and \n                  Bremser, K.\n                (2013), \u201cStrategic responses of the Spanish hospitality sector to the financial crisis\u201d, \n                  International 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