Breaking through barriers to TQM effectiveness: Lack of commitment of upper-level management

Soltani, Ebrahim; Lai, Pei‐Chun; Gharneh, Naser Shams

doi:10.1080/14783360500163201

Cited by 72 publications

(68 citation statements)

References 25 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…80% † † This study has been abundantly cited, e.g., The Economist (1992), Wilkinson et al (1994), and Soltani et al (2005 How many and how firmly, in researchers' opinion, were the 'ten commandments' adopted by the company 29% -43% Lewy and Mée (1998a) focused on the initiatives to implement a Balanced Scorecard. With the original study written in Dutch, we decided to use a translation with some editing, published by KPMG Consulting (Lewy and Mée, 1998b), and other additional sources that quote the study (McCunn, 1998;Smith, 2005;and Woodley, 2006 Becer et al (2007) focused on performanceimprovement initiatives.…”

Section: Studymentioning

confidence: 99%

Strategy implementation: What is the failure rate?

Cândido

Santos

2015

Journal of Management & Organization

107

View full text Add to dashboard Cite

It is often claimed that 50 to 90 percent of strategic initiatives fail. Although these claims have had a significant impact on management theory and practice, they are controversial. We aim to clarify why this is the case. Towards this end, an extensive review of the literature is presented, assessed, compared and discussed. We conclude that whilst it is widely acknowledged that the implementation of a new strategy can be a difficult task, the true rate of implementation failure remains to be determined. Most of the estimates presented in the literature are based on evidence that is outdated, fragmentary, fragile, or just absent. Careful consideration is advised before using current estimates to justify changes in the theory and practice. A set of guiding principles is presented for assisting researchers to produce better estimates of the rates of failure.

show abstract

Section: Studymentioning

confidence: 99%

Strategy implementation: What is the failure rate?

Cândido

Santos

2015

Journal of Management & Organization

107

View full text Add to dashboard Cite

show abstract

“…Some of the rates of failure that have been quoted by some authors in recent years (e.g. Soltani et al, 2005) are based on studies carried out sometime ago (e.g. A.T. Kearney, 1992) and, therefore, they may no longer reflect the real difficulty of TQM implementation.…”

Section: ________________________mentioning

confidence: 99%

“…From one side, TQM organisations instead of adapting effectively to TQM initiatives started diverting their efforts and resources to other priorities (Grant et al, 1994;Soltani et al, 2005). From another side, the unsuccessful attempts to implement TQM reported in the press caused some managers who might otherwise have had an interest in implementing TQM to question the wisdom of utilising this management approach (Kaynak, 2003).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Is TQM more difficult to implement than other transformational strategies?

Cândido

Santos

2011

Total Quality Management & Business Excellence

View full text Add to dashboard Cite

This paper aims to assess whether TQM is harder to implement than other business strategies. In order to accomplish this objective we have adopted a two-stage methodology.Firstly, we carried out an extensive review of the literature to identify the rates of TQM implementation failure estimated by researchers and practitioners. Secondly, we compared these rates with those estimated for other organisation-wide transformational efforts and explored the extent to which the obstacles to TQM implementation and to the implementation of other business strategies differ. Based on the literature reviewed and on the comparative analyses performed, we conclude that whilst it is widely acknowledged that the implementation of TQM can be a difficult task, significant uncertainty remains as to what the exact rate of failure is. Furthermore, the analyses suggest that the rates of failure and obstacles to TQM implementation are similar to those presented by other business strategies, and therefore, there seems to be no grounds to assume that TQM is more difficult to implement than other business strategies. These findings have implications for researchers and practitioners and open up several avenues for further research, which are also discussed in this paper.

show abstract

“…It is difficult to explain the reasons as to why TQEM has not gained a wider level of acceptance in both industrial and academic circles not only in China but also around the world. However, the abundance of TQM failures published in the academic literature (Soltani et al, 2005) may have contributed to hinder the acceptance and popularity of TQEM.…”

Section: Tqem Awarenessmentioning

confidence: 99%

Total quality environmental management: adoption status in the Chinese manufacturing sector

Garza‐Reyes

Kumar

et al. 2018

TQM

View full text Add to dashboard Cite

Methodology/design/approach -A survey-based exploratory study was conducted based on 119 Chinese manufacturing companies and the data obtained was analysed using a combination of descriptive and inferential statistics. Findings -The results revealed that in general, there is less awareness of TQEM in the Chinese manufacturing sector than other environmental and quality/operations improvement approaches such as green supply chain management, reverse logistics, ISO 9000, Six Sigma and lean six sigma. Thus, its degree of implementation is also lower than these approaches as well as ISO 14001. The results also indicate that although a company's size is not associated to the implementation of TQEM, it is mainly large organisations and those that have adopted TQM those which will be mainly aware and have implemented TQEM. The study also reveal the drivers, results and challenges of TQEM implementation. Originality/value -The paper extends the currently limited knowledge on TQEM, and its results are beneficial for managers who aim at effectively adopting TQEM to simultaneously improve the environmental, operational and financial performance of their organisations. The paper can also motivate organisations not currently embarked on the "green wagon" to contemplate the benefits that implementing TQEM, or any other environmental management approach, may bring to their operations and business.

show abstract

Breaking through barriers to TQM effectiveness: Lack of commitment of upper-level management

Cited by 72 publications

References 25 publications

Strategy implementation: What is the failure rate?

Strategy implementation: What is the failure rate?

Is TQM more difficult to implement than other transformational strategies?

Total quality environmental management: adoption status in the Chinese manufacturing sector

Contact Info

Product

Resources

About