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Pires, A. R., Cociorva, A., Saraiva, M., Casas Novas, J. & Rosa, Á. (2012). Management of quality related costs. The case of Portuguese companies. In Su Mi Dahlgaard-Park, Jens J. Dahlgaard & Adam Hamrol (Ed.), 15th QMOD Conference on Quality and Service Sciences ICQSS 2012. (pp. 1789-1801). Poznan: Lund University.

A. R. Pires et al.,  "Management of quality related costs. The case of Portuguese companies", in 15th QMOD Conf. on Quality and Service Sciences ICQSS 2012, Su Mi Dahlgaard-Park, Jens J. Dahlgaard & Adam Hamrol, Ed., Poznan, Lund University, 2012, pp. 1789-1801

@inproceedings{pires2012_1732360307527,
	author = "Pires, A. R. and Cociorva, A. and Saraiva, M. and Casas Novas, J. and Rosa, Á.",
	title = "Management of quality related costs. The case of Portuguese companies",
	booktitle = "15th QMOD Conference on Quality and Service Sciences ICQSS 2012",
	year = "2012",
	editor = "Su Mi Dahlgaard-Park, Jens J. Dahlgaard & Adam Hamrol",
	volume = "",
	number = "",
	series = "",
	pages = "1789-1801",
	publisher = "Lund University",
	address = "Poznan",
	organization = "Lund University; Linköpings University",
	url = "https://www.ses.lu.se/en/qmod/history-qmod-icqss-conferences"
}

TY  - CPAPER
TI  - Management of quality related costs. The case of Portuguese companies
T2  - 15th QMOD Conference on Quality and Service Sciences ICQSS 2012
AU  - Pires, A. R.
AU  - Cociorva, A.
AU  - Saraiva, M.
AU  - Casas Novas, J.
AU  - Rosa, Á.
PY  - 2012
SP  - 1789-1801
CY  - Poznan
UR  - https://www.ses.lu.se/en/qmod/history-qmod-icqss-conferences
AB  - The traditional view of quality related costs (QRC) tries to justify investment in prevention as a way to reduce the costs of failure. But this static view must counter a more dynamic vision that fosters continuous improvement and assesses the costs and benefits of implementing techniques and methods of quality management, such as certification of ISO 9001systems. However, it is unknown whether such companies are also engaged in the management of QRC, arising from activities undertaken, either at the level of monitoring, or coming from failures, and if such organizations verify (or not) the recovery of investments in quality. In this sense, the present article aims to provide insight into the procedures adopted by Portuguese companies in managing QRC, and to assess the extent to which management reports allow the analysis of quality costs and contribute to the related planning and control activities. The results of this study showed that there is hardly any assent to the implementation of formal mechanisms for planning and control of QRC, and to the explicit identification and segregation of those costs in management reports.
ER  -