Reframing the Organization: Why Implementing Total Quality is Easier Said Than Done

Reger, Rhonda K.; Gustafson, Loren T.; Demarie, Samuel M.; Mullane, John V.

doi:10.2307/258939

Cited by 240 publications

(260 citation statements)

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“…They focused on general issues like definitions of TQM and the identification and quantification of the benefits of TQM. A central issue was how to successfully implement TQM (e.g., Hunt, 1992;Reger et al, 1994). The implementation of TQM is perceived as difficult, as it requires the firm to move from its traditional hierarchical and functional organization to horizontal, cross-functional processes.…”

Section: Total Quality Managementmentioning

confidence: 99%

Should marketing be cross-functional? Conceptual development and international empirical evidence

Krohmer

Homburg

Workman

2002

Journal of Business Research

148

180

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While it has frequently been stated that decisions on marketing activities should be made cross-functionally, there is no empirical evidence that shows benefits of performing marketing activities in this way. This paper examines the link between the cross-functional dispersion of influence on marketing activities and performance at the SBU level and considers dynamism of the market, which may moderate the strength of this relationship. Using data from a cross-national study in three industry sectors, the authors find that cross-functional dispersion of influence on marketing activities increases the performance of the SBU. They also find that the relationship between the cross-functional dispersion of influence on marketing activities is negatively influenced by dynamism of the market. This research thus provides empirical evidence for the positive performance implications of cross-functional interaction in the context of marketing activities. D

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Section: Total Quality Managementmentioning

confidence: 99%

Should marketing be cross-functional? Conceptual development and international empirical evidence

Krohmer

Homburg

Workman

2002

Journal of Business Research

148

180

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“…Organizational identity has until now been pointed out as hindering changes such as organizational reform and new technology implementation (Reger, Gustafson, Demarie, & Mullane, 1994;Sato, 2015;Tripsas, 2009). At the same time, however, organizational identity can also be seen as creating temporal continuity in decision making.…”

Section: Discussionmentioning

confidence: 99%

Strategic Consistency Revisited

Sato

2017

ABAS

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Strategic consistency in resource allocation has in the past been called into question within the field of strategic management. However, the spotlight has been on dynamic capability with an emphasis on flexibility, while in a certain sense, strategic consistency has been taken for granted and treated lightly. In recent years, strategic consistency has once again come into use but with a meaning similar to organizational identity and as a concept that reflects the temporal continuity of an organization.

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“…According to other research in organisation contexts (e.g., Bartunek, 1984;Harris, 1994;Labianca et al, 2000;Poole et al, 1989;Reger, Gustafson, Demarie, & Mullane, 1994;Reger & Palmer, 1996), crisis may trigger alterations in schema contents. During this time, common activities and sense making of HRM might go through disequilibrium or a cognitive conflict, which, in turn, acts as leverage for HRM schema change.…”

Section: Interviewsmentioning

confidence: 99%

Human resources in a draught: how managers construed the role and meaning of human resource management during the 2008 economic crisis in Slovenia

Arzenšek

Lešnik

2016

Economic Research-Ekonomska Istraživanja

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Reframing the Organization: Why Implementing Total Quality is Easier Said Than Done

Cited by 240 publications

References 0 publications

Should marketing be cross-functional? Conceptual development and international empirical evidence

Should marketing be cross-functional? Conceptual development and international empirical evidence

Strategic Consistency Revisited

Human resources in a draught: how managers construed the role and meaning of human resource management during the 2008 economic crisis in Slovenia

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