Managing TQM's soft side: an explorative study of social care multiservice organizations

Abstract

PurposeThis paper explores total quality management (TQM) soft domain efficacy in social care organizations to determine the extent to which an organization's project success may stem from soft TQM critical success factors (CSFs).Design/methodology/approachNon-structured interviews were conducted with 16 managers overseeing the prosthetic device regeneration project of the Italian local health unit (located in Salerno) to explore which soft factors could contribute to the success of a social care multifunctional organization.FindingsOrganizations' handling of certain projects, such as pivoting on soft TQM issues, may allow them to be configured as multiservice organizations. Therefore, a conceptual model of a multiservice social care organization is proposed.Practical implicationsFrom a managerial perspective, this study presents an interesting success case of a multiservice social care organization with a total annual expenditure of €20 million on prosthetic assistance. Preliminary data show a 13% reduction in public expenditure for Salerno's local health unit via a refurbishment project.Originality/valueThe paper contributes to the soft TQM literature debate: although Italian local health professionals appear aware of soft TQM issues' implementation and consciously apply them in their organization and projects, this occurs more with specific CSFs emerging from the literature. Therefore, this article paves the way for further quantitative and theoretical investigations on the adoption of TQM soft issues in social care organizations' performance measurement.

Lean Six Sigma and quality performance in Italian public and private hospitals: a gender perspective

“…Imeri et al (2014) propose a taxonomy based on the association of Statistical Process Control factors with hard TQM, and it includes the ISO 9000 series, HACCP, scatter and matrix diagrams, Pareto Chart and many others. Followed by Aoun et al (2018) and Capolupo et al (2023), Imeri et al (2014) configured soft factors under the lens of Total Employee Involvement, which comprises Teamwork, Continuous Improvement, Democratic Leadership and others. Each of these factors may be employed to address single issues.…”