In today's conditions, the content of the concept of stakeholder has expanded and its importance has increased in organizations. The increase in the expectations of the stakeholders from the institutions they are involved in is a result of this situation, and one factor in their decision to continue the stakeholder relationship is the stakeholders' corporate reputation evaluations. Corporate reputation, which is defined as a set of values that express how the organization is perceived by social stakeholders, is a reflection phenomenon that is evaluated not only for customers but also for employees, and it has become one of the factors that will provide competitive advantage for the organizations. Corporate reputation, which is defined as a set of values that express how the organization is perceived by social stakeholders, is a reflection phenomenon that is evaluated not only for customers but also for employees and has become one of the factors that will provide a competitive advantage for enterprises. The increasing expectations of the stakeholders from the institution will cause the reputation perceptions of the employees who are the element of stakeholder to change. In providing competitive advantage, it will be of particular importance to evaluate which quality management applications are more preferred and seen as more effective by businesses from the perspective of employees who voluntarily participate in these quality management applications. A product that is qualified as quality in the eyes of the customer is also positioned interactively with the reputation of the manufacturer, and the company has a general perception of respectability as a result of the cumulative sum of these positioning. Corporate reputation evaluations of customers and employees show similarities in terms of quality management practices, and in this context, it will be examined to what extent the quality management practices in which employees play a role will differentiate corporate reputation evaluations from the perspective of employees. The purpose of the study is to determine the effectiveness of quality management practices which are JIT / Kanban, 5S, quality function deployment (QFD), quality circles, six sigma, total productive maintenance (TPM), benchmarking, and poke-yoke practices and examine to what extent it has a differentiating role in corporate reputation evaluations that are evaluated by employees. According to the findings of the research, TPM is considered as the most beneficial among quality management applications. The application of quality management tools other than JIT differentiates employees' corporate reputation evaluations. The strongest relationship among quality management applications is found for JIT and QFD. The strongest linear relationship among quality management practices and corporate reputation was found for QFD.
Sapaloglu, I., & Cicek, I. (2021). The role of quality management applications for corporate reputations. In C. Cobanoglu, & V. Della Corte (Eds.), Advances in global services and retail management (pp. 1–14). USF M3 Publishing. https://www.doi.org/10.5038/9781955833035
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