The strategic placement of TQM in the organisation: a grounded study

Abstract

The aim of this paper is to investigate the strategic dynamics of total quality management (TQM) in an organisation using a grounded theory research methodology. Inductive grounded theory research methods are used to improve understanding. The main element of the research methodology is a longitudinal case study. The key findings, first indicate, that TQM and the Business Excellence Model (BEM) are not strategically significant models in an organisational context and lack dynamic representation. Second, the majority of the corporate strategic process and the key strategic drivers are outside the TQM environment. Finally, it is concluded that TQM can act as a strategic dynamic catalyst, incorporating culture, strategy and business operations.

Citation

Leonard, D. and McAdam, R. (2002), "The strategic placement of TQM in the organisation: a grounded study", Managing Service Quality: An International Journal, Vol. 12 No. 1, pp. 43-53. https://doi.org/10.1108/09604520210415380