The application of TQM: organic or mechanistic?

Abstract

PurposeThis paper aims to examine the application of Total Quality Management (TQM) in five organizations in light of the assumption that its implementation is an ongoing negotiated order rather than an objective reality as often accepted by the literature. Guided by a theoretical framework identified by Spencer (1994), the perceptions of a cross‐section of managers and employees in these organizations are used to establish the nature of applied TQM in terms of mechanistic and organic “mental models” of organization.Design/methodology/approachThe paper shows that research methodology is qualitative, and evidence was collected primarily through semi‐structured in‐depth interviews. A non‐quantifying general analytic methodology was used to analyse the evidence collected via convenience sampling.FindingsThe findings in this paper indicate that, in three of the organizations, TQM is being applied in generally organic ways. In the other two organizations, strong influences of the mechanistic model were detected. In many cases, elements of both mechanistic and organic approaches can be found in the same organization.Research limitations/implicationsThe research in this paper is qualitative and exploratory in nature and, as such, does not attempt to investigate the implementation of TQM across a large number of organizations nor generalize the findings.Originality/valueThe research in this paper has significant originality as there is little research, to date, evident on the alternative view, of the implementation of TQM, espoused by Spencer (1994). The research contributes to the literature by demonstrating that the application of TQM can be both mechanistic and organic, encouraging the debate to focus on the nature of the variation of implementation as a subject of discussion in its own right.

Absorbing new knowledge in small and medium-sized enterprises: A multiple case analysis of Six Sigma

“…Basu and Wright (2003) and McAdam and Hazlett (2010) address the theoretical dichotomies within Six Sigma as a prelude to developing overarching theories. A central feature of such dichotomies is the difference between ‘organic’ and ‘mechanistic’ theories (Moore and Brown, 2006; Spencer, 1994). In this classification, both Moore and Brown (2006) and Spencer (1994) distinguish the two types across several key dimensions (as used in this article).…”

“…A central feature of such dichotomies is the difference between ‘organic’ and ‘mechanistic’ theories (Moore and Brown, 2006; Spencer, 1994). In this classification, both Moore and Brown (2006) and Spencer (1994) distinguish the two types across several key dimensions (as used in this article). For example, in relation to the definition of quality, the mechanistic model advocates conformance to standards, while the organic model suggests customer satisfaction.…”

Assessing Total Quality Management (TQM) Effect on Hospital Performance in Ghana Using a Non-Probabilistic Approach: The Case of Greater Accra Regional Hospital (GARH)

“…Consequently, there is less consensus on what TQM is and what constitutes it. As noted by Moore and Brown, 10 there are many definitions of TQM; interestingly, no single definition can express the whole picture. Dale et al 11 described TQM as embody of concepts and ideas in various contexts related to the quality field.…”

Provocation: Business schools and economic crisis – a need for a rethink?

“…The spread of management ideas, or management fashions as some call them (e.g., Abrahamson, 1996aAbrahamson, , 1996b, has become an issue of interest to many scholars (e.g., Alvarez, 1998;Benders et al, 1998;Czarniawska andSevón, 1996, 2005;Fink, 2003;Gill and Whittle, 1992;Lervik and Lunnan, 2004;Love and Cebon, 2008;Mazza and Alvarez, 2000;Moore and Brown, 2006;Ponzi and Koenig, 2002;Ryan and Hurley, 2004;Sahlin-Andersson and Engwall, 2002a;Scarbrough and Swan, 2001;Sturdy, 2004;Swan et al, 2001;Thomas, 2003). Since so many academics see management ideas in terms of fashion, or analyse the spread of management knowledge from a fashion perspective, it could be claimed that management fashion per se has become a fashion (ten Bos, 2000;Clark, 2004;Örtenblad, 1999).…”