No abstract

In this research, we investigate the relationships between organizational adoption and extent of use of Quality Management (QM) programmes and Information Systems (IS) in two somewhat diþ erent organizational settingsÐ health care and non-health care. Speci® cally, we contend that organizations from the two settings may vary considerably in what we term QM Maturity. Some organizations appear to adopt QM only super® cially, while others move far more fully into QM. We use the term QM Maturity to describe organizations that have adopted QM programmes more fully and in`better' ways qualitatively. Are there diþ erences in the paths which health care and non-health care organizations have used in approaching and implementing QM? In this research, we contend that QM Mature organizations will be characterized by perceptions that the culture is diþ erent in ways that are supportive of QM. Moreover, we argue that the higher QM Maturity organizations will approach IS implementation in more mature, qualitatively better ways. In turn, we expect QM Maturity and more mature IS adoption to lead to perceptions by those in the organization that both organizational performance and service quality are better. Where there are diþ erences between health care and non-health care organizations, these areas could be impacted upon as well. Our exploratory research provides support for these ideas and suggests that there may, in fact, be diþ erences in the two settings.

Describes the manufacturing strategy implications of a two‐industry study of manufacturing practices. A research team administered questionnaires to managers in the machine tools and textiles industries in China, Japan, Korea, the USA and Western Europe. Highlights of the results include the superior Japanese delivery speed and the extensive use of information systems in the USA. An overview of the relative industrial strengths of each country provides a setting to discuss manufacturing strategy. Each national industry is then classified according to the Hayes and Wheelwright stages of manufacturing competitiveness.

No abstract

Investigates the relationships between organizational adoption and extent of use of quality management (QM) programs and customer relationship management systems (CRM) in health‐care and non‐health‐care organizational settings. In referring to QM, recognizes that there has been widespread adoption, across organizations generally, of programs aimed at delivering superior quality to the customer. Focuses on this group of programs when considering QM, and looks at how adoption of QM may impact the CRM programs. Specifically, contends that organizations from the two settings may vary considerably in QM maturity. Begins by considering whether there are differences in the paths which health‐care and non‐health‐care organizations have used in approaching and implementing QM. Finds no differences, however, in this research. Instead, finds that there were systematic changes which appeared to accompany higher‐quality QM implementations in both health‐care and non‐health‐care organizations.