Towards a Quality Culture

Sinclair, John; Collins, David

doi:10.1108/02656719410062849

Cited by 45 publications

(36 citation statements)

References 12 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Detailed hypotheses on the relationship between individual constructs in the QMS are also indicated by dotted arrows in the same figure. The implementation of an advanced QMS requires cultural changes in an organization (Glover 1993;Harber, Burgess, and Barclay 1993;Sinclair and Collins 1994). Goetsch and Davis (1995) stressed that it is critical for top management to model all of the quality behavior that they want employees to emulate.…”

Section: Development Of Research Hypothesesmentioning

confidence: 99%

An Empirical Model for Managing Quality in the Electronics Industry

Yeung

Cheng

Lai

2005

Production and Operations Management

View full text Add to dashboard Cite

M uch of the empirical research in the past two decades has suggested that quality management (QM) is context dependent. This research develops an empirical QM model in a technology-based sectorelectronics manufacturing. Based on quantitative and qualitative investigations of 225 electronics firms in Hong Kong and the Pearl River Delta (PRD) region of China, a path analytic model is developed. The empirical model shows that a typical quality management system (QMS) in the electronics industry is composed of four major modules, namely leadership, cultural elements, operational support systems, and process management. These modules create a series of chain effects on organizational performance, rather than acting as parallel elements with an equal impact. By quantifying their effects on organizational performance and comparing the model to others in the literature, we identify those QM constructs that are context dependent. In electronics manufacturing, process management and customer focus are more important than other elements (e.g., cultural factors) for garnering business results. This study contributes to contingency theory and research by identifying the key constructs and their relationships in a competitive, volatile, and technology-based industry with complex supply networks.

show abstract

Section: Development Of Research Hypothesesmentioning

confidence: 99%

An Empirical Model for Managing Quality in the Electronics Industry

Yeung

Cheng

Lai

2005

Production and Operations Management

View full text Add to dashboard Cite

show abstract

“…Our view is that if practising managers believe that the TQM values represent the right culture orientation for their organisation, it is important to establish based on evidence from expert practitioners what are the tangible channels that nurture and progressively facilitate the development of the total quality ethos. The TQM literature supports the proposition that a change in culture is necessary in order to make the organisational change permanent (Saraph and Sebastian, 1993;Sinclair and Collins, 1994; actual culture, in order to change the culture an organisation needs a set of channels that facilitate the change (Whittle et al, 1992;Harber et al, 1993;Saraph and Sebastian, 1993;Bardoel and Sohal, 1999).…”

Section: Emergent Research Questions and The Research Perspectivementioning

confidence: 91%

An Empirical Investigation of the Channels that Facilitate a Total Quality Culture

Gallear

Ghobadian

2004

Total Quality Management & Business Excellence

View full text Add to dashboard Cite

It is generally agreed that the culture of an organisation is a function of its values, beliefs and behavioural practices and that the influence of culture on an organisation is powerful and pervasive. There is also broad agreement that total quality management (TQM ) is a management paradigm that propagates certain values, behaviour and working methods. Moreover, that the successful introduction and practice of a total quality management approach requires close attention to, and more often than not modification of, organisational culture. Yet, culture is somewhat intangible, and regardless of the precise cultural aspirations, in order to change or maintain the desired culture an organisation needs a set of facilitating channels. These are mechanisms or necessary conditions that influence, mould and help sustain a desirable cultural orientation. This paper examines the channels that facilitate the development of a total quality culture based on the findings of an investigation of an international sample of organisations widely regarded as leading exponents of TQM.

show abstract

“…Certification is only a step prior to Total Quality and, in this respect, its obtention is interesting, but if we want to achieve quality and excellence, the matter must be dealt with in more depth (Bowen, 1996;Johnson, 1991;Maccoby, 1993;McNabb and Sepic, 1995;Shirley, 1997;Sinclair and Collins, 1994;Southern and Murray, 1994). There is not a clear methodology to achieve it, and the reality of business shows that different ways have been used; nevertheless, we put forward the hypothesis that the use of "bubble-like" introduction mechanisms as well as "cascade-like" implementation mechanisms, with the support of the right training and communications policies that generate participation and commitment within the project, is a valid system to succeed in changing from a bureaucratic culture into a customer-oriented one.…”

Section: Introductionmentioning

confidence: 99%

Analysis of a cultural change in a Spanish telecommunications firm

Claver

Gascó

Llopis³

et al. 2000

Business Process Management Journal

View full text Add to dashboard Cite

This paper analyzes the efforts made by the Telefonica Group (the main Spanish firm in the telecommunications sector) to evolve from a bureaucratic culture to another oriented towards total quality and the customer. The need for this change came as a result of the liberalization in the telecommunications sector in the early 1990s. Through an analysis of the internal documents generated in the process, and also by means of several interviews with executives and consultants who took part in the design and introduction of the change mentioned above, we study the validity and effectiveness of the steps taken. The methodology used by the firm was based on the``bubble-like'' (from one division to the whole organization) and``cascade-like'' (from the top management to the lowest levels) implementation systems, based on the support of strong training, communications and participation programmes.

show abstract

Towards a Quality Culture

Cited by 45 publications

References 12 publications

An Empirical Model for Managing Quality in the Electronics Industry

An Empirical Model for Managing Quality in the Electronics Industry

An Empirical Investigation of the Channels that Facilitate a Total Quality Culture

Analysis of a cultural change in a Spanish telecommunications firm

Contact Info

Product

Resources

About