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The purpose of this paper is to identify the crucial factors for the successful implementation of a quality management/total quality management (TQM) process, particularly in the public sector. The paper adopts an explanatory longitudinal case study, using case research design to support the investigation. The case study consists of three government agencies where the results and outcomes of a quality management programme differed. This programme was launched by a specific ministry in Portugal, linked to organisational change and delivering excellence. The study was built on quality management literature, highlighting the contributions of J. S. Oakland [(2004). Oakland on quality management. Oxford: Elsevier Butterworth-Heinemann] and J. Oakland [(2011). Leadership and policy deployment: The backbone of TQM. Total Quality Management & Business Excellence, 22(5), 517 -534].The key findings of the paper show that the main items delivering excellence, identified in the 'Oakland TQM model' (the 4Ps and the 4Cs), primarily explain the different perceptions of results and outcomes. The investigation also identified other factors that can help account for successful implementation of quality management, such as 'power' and 'collective involvement'. Consequently, a refined 'Oakland TQM model' is proposed, as well as a visualisation of the interaction of the items/factors involved in an input/output perspective.

Associations among resilience, employee well-being (i.e., work engagement and burnout), and performance were examined. Up to date, to the best of our knowledge, no studies were carried out exploring the relationship between all three constructs into the same model from an organizational perspective. Consequently, the principal aim of this study was to understand and provide evidence regarding the above-mentioned relationships. Data were collected from a sample of 249 working professionals. The findings showed a positive relationship between resilience and work engagement, and a negative relationship between resilience and burnout. However, while work engagement was found as being positively and significantly related to performance, the relationship between burnout and performance was not significant. Additionally, work engagement seems to partially mediate the relationship between resilience and performance, since a significant direct relationship between resilience and performance was also observed. The practical and theoretical implications of these findings will be discussed.

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This paper seeks to analyze how and why divergent institutional changes occurred in a government agency. While there is evidence of research on the concept of collective action and involvement in the literature on institutional entrepreneurship, the focus has been at the macro and field levels, with scarce attention being given to the topic at the micro and organizational levels. This study addresses this gap in the literature, drawing on the institutional entrepreneurship process model of Battilana, Leca, and Boxenbaum (The Academy of Management Annals), in combination with literature on collective action. The methodology involved a longitudinal case study, in which data were collected through extensive interviews and documentation analysis. Based on findings showing that the divergence change process could not be achieved without the support of organizational collective involvement, a refined version of the Battilana et al. entrepreneurial model is proposed. Doi: 10.28991/ESJ-2023-07-02-017 Full Text: PDF