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Many organisations have found it difficult to implement an effective quality management strategy. One of the prime reasons for this is that organisations do not have credible evidence in terms of which quality management practices contribute to organisational performance, and why and how they contribute to this performance. This generally causes misunderstandings and disagreements about expected benefits. A review of the literature revealed a major gap in research in this area ofdoi:10.4225/03/5937694d0306b fatcat:xhh6oe6uxncllpbmd77rr77wlu