Great changes are taking place, and now is the right time to reflect on the quality philosophy. This research firstly reviewed the quality theories and practices according to the timeline, thus summarising the ‘past’ of the quality movement. Then, a bibliometric analysis based on 20,930 literature on quality management since 2001 was conducted, and the first 19 years of the new millennium were divided into three phases. Through comparative analysis of the three stages by using VOSviewer, this research describes how research on quality management has evolved since the twenty-first century. Finally, through the coding method based on expert interviews and document studies, this research proposed the following six future directions in quality movement: First, no longer about defect reduction, but focuses on value enhancement. Second, no longer product life cycle, but service life cycle. Third, no longer separated, but integrated. Fourth, data will become the core resource for quality management. Fifth, there will be significant changes in existing methods and tools of quality management. Sixth, the quality control power of focal companies over other actors in the supply network will be further enhanced.

Customer engagement is one of the hottest topics in the customer management area. Most of the customer engagement research focus on the customer with strong psychological connection with the focal object, however, the customer who is driven by external benefits, such as discounts and sense of being needed, also contribute significant engagement value to the firm. This paper proposes the constructs of rational customer engagement which is based on external benefits and emotional customer engagement which is based on attachment. The paper distinguishes the two customer engagement orientations from the aspects of development routes and motivations through literature analysis and empirical research. Management implication are also presented in the end. This paper makes contributions to broadening the current customer engagement theory and providing a broader view to understanding customer engagement.

BACKGROUND: Employee satisfaction, employee engagement and turnover intention have always been hot issues in the study of sustainable human resource management. Understanding the relationship among the three is critical for both researchers and human resource practitioners. OBJECTIVE: This study aims to distinguish the effects of employee satisfaction on employee engagement and turnover intentions, and explore the mediating roles of employee engagement and the moderating effects of position level. METHODS: Structural equation modelling and questionnaire. RESULTS: Pay satisfaction, satisfaction with supervisor, satisfaction with work itself, and satisfaction with promotion have positive impacts on employee engagement significantly. Pay satisfaction, satisfaction with supervisor, satisfaction with promotion, satisfaction with co-workers have negative impacts on turnover intention. Employee engagement has a negative impact on turnover intention. Employee engagement partially mediates the relationships between satisfaction with supervisor and turnover intention as well as satisfaction with promotion and turnover intention. The moderating roles of position level between satisfaction with supervisor, satisfaction with co-workers and turnover intention have been supported by data. CONCLUSIONS: This paper validates the relationship among employee satisfaction, employee engagement and turnover intention, and the moderating role of position level systematically. Some suggestions are provided for practitioners in the area of human resource management.

Compared with the traditional physical market, the problems of information asymmetry and quality uncertainty are more serious in online shopping markets, especially for the fast-developing Chinese online shopping market. In recent years, the interested parties including the online shopping platform, the government regulatory agency and the seller have strengthened product quality control. But in the academic field, there is still a gap in systematic research in this field. Based on the research gap, this article constructs the model of three-level product quality control in Chinese online shopping, then builds an index system of the product quality control ability of the online shopping platform in four dimensions: trust, website informativeness, product diagnosticity and social presence, and finally evaluates the quality control ability of Taobao. Some conclusions are reached. Firstly, the product quality control of Chinese online shopping operates by the three-level control system including the government regulatory agency, the online shopping platform and the seller. Secondly, trust is the most important index to evaluate the product quality control ability of the online shopping platform. Thirdly, after a few years' rectification, the product quality control ability of Taobao is good currently.

Based on reverse thinking, this research defines the concept of the ‘ISO 9001 effectiveness gap’ for the first time and establishes the ISO 9001 effectiveness gap model. A research study was carried out in 413 ISO 9001 certified companies in Beijing City, Shandong Province, Anhui Province and Guangxi Province, which are representative in China. Data were obtained through a structured questionnaire and have been analysed with exploratory and confirmatory factor analyses using Smart PLS 3. The present study findings show that motivation barriers, top management barriers, employee barriers, resource barriers, and certification organisation barriers all have positive impacts on the ISO 9001 effectiveness gap. In addition, the research also finds that top management barriers play a central role in the model of the ISO 9001 effectiveness gap and that employee barriers are affected by some other factors. It is also important to note that the role of certification organisation barriers cannot be ignored. The present study findings can provide some inspirations for different participants such as companies, certification organisations and government to design efficacious strategies to reduce the ISO 9001 effectiveness gap.