Topic
Total quality management
About: Total quality management is a research topic. Over the lifetime, 13035 publications have been published within this topic receiving 325801 citations. The topic is also known as: TQM.
Papers published on a yearly basis
Papers
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TL;DR: In this article, a broader, more theory-driven perspective on TQM is proposed to clearly distinguish control from learning goals and, thus, to begin to address limitations in the way total quality management has been conceptualized and applied in the past.
Abstract: The singular emphasis on control that has characterized traditional approaches to total quality management (TQM) implementation are not well suited to conditions of high task uncertainty, a limitation that has not been recognized in the popular TQM movement. Although the fundamental precepts advocated by founders of the quality movement can accommodate conditions of high uncertainty, the way that these basic TQM precepts have been articulated, extended, and applied has not reflected the distinct, learning-oriented requirements associated with higher levels of uncertainty. A broader, more theory-driven perspective on TQM is proposed to clearly distinguish control from learning goals and, thus, to begin to address limitations in the way TQM has been conceptualized and applied in the past.
866 citations
TL;DR: This article examined some of the important organizational consequences of popular management techniques and provided strong support for institutional theory, demonstrating how both internal and external legitimacy can be gained by using popular management practices.
Abstract: This paper examines some of the important organizational consequences of popular management techniques. Using informational reports on quality, empowerment, and teams, as well as a measure of the implementation of total quality management programs, we found that companies associated with popular management techniques did not have higher economic performance. Nevertheless, these same companies were more admired, perceived to be more innovative, and rated higher in management quality. Higher pay was also given to chief executives when their companies were associated with these management trends. These results provide strong support for institutional theory, demonstrating how both internal and external legitimacy can be gained by using popular management techniques. They also extend institutional theory from its usual emphasis on organization-environment relations to new within-firm dynamics.
827 citations
Book•
01 Jan 1991
TL;DR: In this article, the authors focus on business process improvement, and present a flowchart-based approach to visualize the process of a business process, focusing on three steps: load, aim, and fire.
Abstract: Why Focus on Business Processes? Setting the Stage for Business Process Improvement.Organizing for Process Improvement.Flowcharting: Drawing a Process Picture.Understanding the Process Characteristics.Streamlining the Process.Measurements, Feedback, and Action (Load, Aim, and Fire).Process Qualification.Benchmarking Process.The Beginning.Appendix: Interview Guidelines.
800 citations
Book•
01 Mar 1993
TL;DR: This paper presents a framework for quality management conclusion - implementing TQM and some organizational considerations related to this framework.
Abstract: Why quality? what does quality mean? what is total quality management? translation of TQM into an educational setting the application of kitemarks into education importance of measurement for assuring quality implementation of TQM tools for TQM creating a quality institution.
792 citations
TL;DR: In this paper, the authors used institutional theory and contingency theory as the basis to test the effect of contextual factors on TQM and organizational performance relationships, and found that the effects of these factors on four performance measures are generally similar across subgroups of companies.
737 citations