Organizational culture for total quality management

Gimenez-Espin, Juan Antonio; Jiménez, Daniel Jiménez; Costa, Micaela Martínez

doi:10.1080/14783363.2012.707409

Cited by 157 publications

(151 citation statements)

References 69 publications

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“…These findings once again reinforce the important role of clan and adhocracy cultures for successful TQM implementation as identified by many previous studies [11,17,28,41]. It has been suggested that once TQM has been introduced into an organisation, it often meets some forms of resistance deriving from individual compliance with the organisational mandate flows from factors such as trust, long term commitment, participation in decision making, and incentives [28].…”

Section: Organisational Culture and The Use Of Tqmsupporting

confidence: 59%

“…This has also been advocated by many other scholars [15][16][17]. It was also found that the failure of the TQM implementation primary derives from the lack of integration of TQM and culture change [18].…”

Section: Organisational Culture and Tqmmentioning

confidence: 75%

“…Conversely, in the study by Zu et al [27], clan and market cultures were found to have a significant effect on TQM practices, while adhocracy and hierarchy were found to have no links to TQM practices. Despite these mixed findings, clan and adhocracy cultures have been widely advocated to be favourable to the successful TQM implementation [11,28], whereas hierarchy and market cultures were often found to have none or negative effects on the TQM implementation [17]. In addition, it was suggested that no organisation is likely to be reflected by a single value system.…”

Section: Organisational Culture and Tqmmentioning

confidence: 99%

“…Gimenez-Espin et al [17] found that clan culture, adhocracy culture, and the "culture for quality", which is the integration of clan and adhocracy cultures, positively impact on quality management, while hierarchy and market cultures give adverse results. Conversely, in the study by Zu et al [27], clan and market cultures were found to have a significant effect on TQM practices, while adhocracy and hierarchy were found to have no links to TQM practices.…”

Section: Organisational Culture and Tqmmentioning

confidence: 99%

“…It emphasises the human relations and open systems towards the development of human resources as well as expansion and transformation of the organisations [24]. This type of OC has also been known as "culture for TQM" according to Gimenez-Espin et al [17]. While internal focus culture was dominated by clan culture, flexibility focus culture was dominated by both clan and adhocracy culture.…”

Section: Organisational Culture and The Use Of Tqmmentioning

confidence: 99%

See 4 more Smart Citations

Influence of Organisational Culture on Total Quality Management Implementation and Firm Performance: Evidence from the Vietnamese Construction Industry

Panuwatwanich¹,

Nguyễn²

2017

Management and Production Engineering Review

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The main purpose of this study is to examine the relationship between organisational culture (OC) and Total Quality Management (TQM), and the influence of TQM implementation on organisational performance improvement within the context of the Vietnamese construction industry. A survey was conducted with 104 respondents from Vietnamese construction firms, using validated survey instruments developed in past research. Analysis techniques include cluster analysis and Structural Equation Modelling. Findings showed that Vietnamese construction firms are dominated by clan and hierarchy cultures rather than adhocracy and market cultures according to Competing Value Framework (CVF) of OC classification. Furthermore, it was found that organisations dominated by either clan or adhocracy cultures could provide a favourable environment for successful TQM implementation, whereas this is not the case for those dominated by both market and hierarchy cultures. This study also confirmed the significant and positive relationship between TQM implementation and organisational performance improvement.

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Section: Organisational Culture and The Use Of Tqmsupporting

confidence: 59%

Section: Organisational Culture and Tqmmentioning

confidence: 75%

Section: Organisational Culture and Tqmmentioning

confidence: 99%

Section: Organisational Culture and Tqmmentioning

confidence: 99%

Section: Organisational Culture and The Use Of Tqmmentioning

confidence: 99%

See 3 more Smart Citations

Influence of Organisational Culture on Total Quality Management Implementation and Firm Performance: Evidence from the Vietnamese Construction Industry

Panuwatwanich¹,

Nguyễn²

2017

Management and Production Engineering Review

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The Introduction and a Framework for TQM

Dale

Papalexi

Bamford

et al. 2016

Managing Quality 6e

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TQM: An Overview and the Role of Management 5 keep a unit in operation and in trying to emphasize excellence, just count the number of times the word 'quality' is used in the argument or presentation. Quality as a concept is quite difficult for many people to understand, and much confusion and myth surround it. In a linguistic sense, quality originates from the Latin word 'qualis' which means 'such as the thing really is'. There is an international definition of quality: 'the degree to which a set of inherent characteristics fulfils requirements' (ISO 9001 2015). However, in today's business world there is no single accepted definition of quality. Irrespective of the context in which it is used, it is usually meant to distinguish one organization, event, product, service, process, person, result, action, or communication from another. Preventing confusion and ensuring that everyone in an organization is focused on the same objectives, there should be an agreed definition of quality. For example, BetzDearborn Inc. defines quality as: 'That which gives complete customer satisfaction', and Rank Xerox (UK) as 'Providing our customers, internal and external, with products and services that fully satisfy their negotiated requirements'. North West Water Ltd use the term 'business quality' and define this as: Understanding and then satisfying customer requirements in order to improve our business results. Continuously improving our behaviour and attitudes as well as our processes, products and services. Ensuring that a customer focus is visible in all that we do.

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The Design and Validation of the Renewed Systems-Oriented Talent Management Model

Brouwer

Veldkamp

Vroom

2019

Theoretical and Practical Advances in Computer-Based Educational Measurement

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Within the field of talent management, it is common to make use of assessments in order to select and appoint the best fitting human talent at the right moment and for the right time. Characteristic for current assessment instruments is that they primarily focus on measuring the talents and motives of (potential) employees. There is no known psychometric test instrument available that links these human characteristics to the strategy and purpose of an organisation. In order to bridge this gap, this chapter introduces the systems-oriented talent management (STM) model. The STM model is elaborated into three STM diagrams in which business purpose and human talent are aligned from both a managerial and a psychological perspective. The management building blocks framework and the systems theory, applied to the field of organisation, are used to describe the interrelations between the components of the STM model. Lexical-semantic analyses are conducted to link human talent to the core elements of an organisation's purpose. This study contributes to achieving a sustainable match between organisations and their employees that, in our rapidly changing world, is able to move along with continuous adaptations in business strategy and the associated adjustments in team compositions and tasks. However, not only the workplace is subject to change. The field of education is affected as well, and the pupils and students of today are the employees of tomorrow. Therefore, this chapter also explores the possible application of the STM in the educational world.

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Organizational culture for total quality management

Cited by 157 publications

References 69 publications

Influence of Organisational Culture on Total Quality Management Implementation and Firm Performance: Evidence from the Vietnamese Construction Industry

Influence of Organisational Culture on Total Quality Management Implementation and Firm Performance: Evidence from the Vietnamese Construction Industry

The Introduction and a Framework for TQM

The Design and Validation of the Renewed Systems-Oriented Talent Management Model

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