The aim of this paper is to explore how quality management can act as a foundation and key catalyst for developing corporate social responsibility (CSR) within organizations. CSR is an emergent discourse within organizational research and praxis. It has parallels to sustainable development, environmental protection, social equity and economic growth. Although some organizations consider CSR to be a peripheral and sector specific issue, it is becoming increasingly mainstream, supported by government legislation. Key questions arising are, is there a conflict between profit earning and CSR? How can CSR be implemented without impairing business performance? Can CSR build on existing quality management based business initiatives from a philosophical and practical manner? The critique and case study analysis within this paper shows how the ethical basis of quality management can be used to develop CSR within organizations. Quality management models and methodologies established on the broad principles of quality are seen as a foundation and catalyst for effective CSR in organizations.
There is a paucity of research which seeks to develop TQM theories based on a deep and rich understanding of both socio-political and technical issues. Resultant theories from such an inductive approach could potentially give a deeper insight into TQM, based on sound theoretical evidence. Studies of this kind should not be confused with descriptive case study analysis and examples of applications. While these helpful approaches contribute to the overall TQM discourse, they do not of themselves develop underpinning theory. This paper describes a grounded theory research methodology for TQM, rather than the actual theory and results. The methodology was applied to 19 organisations and to a longitudinal case study. The methodology makes a contribution from two aspects. First, a comprehensive grounded theory approach for developing TQM theory based in practice was developed and applied. Second, the methodology enabled the practitioners involved in the study to be critically reflective and reflexive in their thoughts and influence throughout the study. This reflexivity resulted in the case study organisation evaluating and implementing TQM-based change throughout the study.
Aims is to analyse the dynamics of total quality management (TQM) within organisations by using Leonard's Grounded Theory evaluative framework for TQM. There are a number of quality models which are used to analyse the effects of TQM on organisations, however all of these models are used mainly in an auditing role. There is a paucity of models, which seek to evaluate the dynamic effects of TQM in organisations. Develops an evaluative framework for the dynamics of TQM in organisations is developed. This was established from Grounded Theory and is used to analysis TQM dynamics within a multiple case analysis consisting of 57 cases. Data were obtained from multiple semi‐structured interviews, organisation and archive materials. The results show the complex non‐sequential and dynamic effects of TQM present in the cases. Also finds that TQM can have a dynamic role in strategy formulation, in addition to the more tactical role of strategy application and deployment.
The aim of this paper is to conduct an inductive grounded theory study into the strategic impact of total quality management (TQM). The strategic importance of TQM has been argued for some considerable time (at least ten years or more). The resulting discourse has led to corporate strategy being considered as inherent in TQM. Despite an acknowledgement of the existence of this relationship, there is a paucity of research which seeks to investigate the key issues involved. A grounded theory research methodology was developed using 19 grounded case studies of organisations which were involved in TQM and which had well-developed strategic planning processes. First, it was found that there was an inconsistency in TQM terminology, especially in regard to TQM's integration with the strategic planning process. Second, TQM was only articulated as a means of achieving a target, which has been set at strategic level. Finally, the results indicated that TQM plays a key role in strategy implementation, as distinct from strategic formulation, within the organisations.
Article information:To cite this document: Denis Leonard Rodney McAdam, (2002),"The role of the business excellence model in operational and strategic decision making", Management Decision, Vol. 40 Iss 1 pp. 17 -25 Permanent link to this document: http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.
The aim of this paper is to explore and represent the dynamic relationship between total quality management (TQM), corporate strategy and resultant business operations. In particular, the paper seeks to determine the impact of TQM at the strategic level and how business operations are consequently developed and deployed. These issues are of interest to managers in organisations who want to move their TQM programmes beyond incremental operational improvements and to use TQM to influence, first, the strategy process and, second, business operations. Using an inductive grounded theory research methodology, the paper describes the development of a series of grounded models, which show the dynamic interaction between TQM, strategy and operations. It is concluded that the models represent a suitable framework for further in‐depth case‐based research in the area of TQM, strategy and business operations.
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