The TQM MagazineTable of Contents for The TQM Magazine. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/0954-478X/vol/19/iss/6?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe TQM MagazineEmerald Publishing LimitedThe TQM MagazineThe TQM Magazinehttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/8b7db89d38f0069b611f0c76edf9644a/UNKNOWNhttps://www.emerald.com/insight/publication/issn/0954-478X/vol/19/iss/6?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestTQM: an act of balance between contradictionshttps://www.emerald.com/insight/content/doi/10.1108/09544780710828395/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to contribute to the discussion of organisation and management by uncovering some embedded contradictions in total quality management (TQM). Based on discussions of leadership, TQM and the demands of modern working life, three examples of embedded contradictions that organisations can be confronted with have been discussed: collectivism versus individualism, manipulation versus empowerment and standardization versus innovative learning. One conclusion from this paper is that organisations, in a matter of complex navigation, need to find balance between these contradictions, something that can be a significant problem for many leaders and often seems to be handled in an instrumental manner. Although these contradictions are a growing concern in TQM research, they are seldom discussed in management literature, and therefore need to be addressed.TQM: an act of balance between contradictions
Roland Harnesk, Lena Abrahamsson
The TQM Magazine, Vol. 19, No. 6, pp.531-540

The purpose of this paper is to contribute to the discussion of organisation and management by uncovering some embedded contradictions in total quality management (TQM).

Based on discussions of leadership, TQM and the demands of modern working life, three examples of embedded contradictions that organisations can be confronted with have been discussed: collectivism versus individualism, manipulation versus empowerment and standardization versus innovative learning.

One conclusion from this paper is that organisations, in a matter of complex navigation, need to find balance between these contradictions, something that can be a significant problem for many leaders and often seems to be handled in an instrumental manner.

Although these contradictions are a growing concern in TQM research, they are seldom discussed in management literature, and therefore need to be addressed.

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TQM: an act of balance between contradictions10.1108/09544780710828395The TQM Magazine2007-10-09© 2007 Roland HarneskLena AbrahamssonThe TQM Magazine1962007-10-0910.1108/09544780710828395https://www.emerald.com/insight/content/doi/10.1108/09544780710828395/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2007
Managerial leadership for total quality improvement in UK higher educationhttps://www.emerald.com/insight/content/doi/10.1108/09544780710828403/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to increase awareness of the critical role of “managerial leadership” in total quality management (TQM) implementation in UK higher education institutions (HEIs), and to encourage further research on how to sustain management and leadership best practices for total quality improvement in higher education. A critical review of the literature on managerial leadership provides the theoretical scope which led to the setting of research objectives. The objectives were achieved through a survey of academics and non‐academics responsible for teaching and research quality improvement in a sample of 42 UK HEIs between the period 2000 and 2005. A mix of questionnaires, interviews, inductive analysis and hypothesis testing, was used to explore, describe and to explain the nature of the relationship between the degrees of efficiency and effectiveness of quality management practices in the participating UK HEIs. The analysis of the survey results revealed “weak” associations between the degrees of efficiency and effectiveness in the quality management practices adopted by participating UK HEIs. It provides examples of weak quality management practices as empirical evidence of “weak” association between “management efficiency” and “leadership effectiveness” in UK HEIs. International generalization of findings requires the sample size to be increased to include more HEIs from the UK and other countries with similar educational systems. Further quantitative research is needed to provide in depth explanation of the nature of the functional relationship between the degrees of effectiveness and efficiency of quality management practices in higher educational settings. Understanding the nature of the association between the degrees of effectiveness and efficiency of quality management practices would provide a conceptual framework which would enable academics and practitioners to reflect critically on the “efficiency” and “effectiveness” of teaching and research quality improvement decisions and actions to ensure successful implementation of TQM best practices. Uses the degrees of efficiency and effectiveness as criteria for evaluating managerial leadership in UK higher education, and recommends strengthening of the association between the criteria through continuous improvement in the efficiency and effectiveness of teaching and research quality improvement practices.Managerial leadership for total quality improvement in UK higher education
Augustus E. Osseo‐Asare, David Longbottom, Pieris Chourides
The TQM Magazine, Vol. 19, No. 6, pp.541-560

The purpose of this paper is to increase awareness of the critical role of “managerial leadership” in total quality management (TQM) implementation in UK higher education institutions (HEIs), and to encourage further research on how to sustain management and leadership best practices for total quality improvement in higher education.

A critical review of the literature on managerial leadership provides the theoretical scope which led to the setting of research objectives. The objectives were achieved through a survey of academics and non‐academics responsible for teaching and research quality improvement in a sample of 42 UK HEIs between the period 2000 and 2005. A mix of questionnaires, interviews, inductive analysis and hypothesis testing, was used to explore, describe and to explain the nature of the relationship between the degrees of efficiency and effectiveness of quality management practices in the participating UK HEIs.

The analysis of the survey results revealed “weak” associations between the degrees of efficiency and effectiveness in the quality management practices adopted by participating UK HEIs. It provides examples of weak quality management practices as empirical evidence of “weak” association between “management efficiency” and “leadership effectiveness” in UK HEIs.

International generalization of findings requires the sample size to be increased to include more HEIs from the UK and other countries with similar educational systems. Further quantitative research is needed to provide in depth explanation of the nature of the functional relationship between the degrees of effectiveness and efficiency of quality management practices in higher educational settings.

Understanding the nature of the association between the degrees of effectiveness and efficiency of quality management practices would provide a conceptual framework which would enable academics and practitioners to reflect critically on the “efficiency” and “effectiveness” of teaching and research quality improvement decisions and actions to ensure successful implementation of TQM best practices.

Uses the degrees of efficiency and effectiveness as criteria for evaluating managerial leadership in UK higher education, and recommends strengthening of the association between the criteria through continuous improvement in the efficiency and effectiveness of teaching and research quality improvement practices.

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Managerial leadership for total quality improvement in UK higher education10.1108/09544780710828403The TQM Magazine2007-10-09© 2007 Augustus E. Osseo‐AsareDavid LongbottomPieris ChouridesThe TQM Magazine1962007-10-0910.1108/09544780710828403https://www.emerald.com/insight/content/doi/10.1108/09544780710828403/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2007
A conceptual framework for integrating six‐sigma and strategic management methodologies to quantify decision makinghttps://www.emerald.com/insight/content/doi/10.1108/09544780710828412/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to present a conceptual framework for merging the strategic management process, the managerial decision‐making process and the six‐sigma process into a single, unified decision model. The methodology involves each of the three decision‐making processes, noting their similarities and differences, and arguing from the similarities that a single unified model will result in superior decisions. The findings were that a single, unified model is possible and the resulting model is presented in the paper. Since this research results in a conceptual model only, it remains to be tested in actual practice. This testing is intended for a later paper. If the testing of the model in practice results in superior decisions, the practical implications of the paper would be use of the Friday‐Stroud/Sutterfield model in practice for better management decisions. The paper presents an original model, which results from merging the three‐decision‐making process.A conceptual framework for integrating six‐sigma and strategic management methodologies to quantify decision making
Shawnta S. Friday‐Stroud, J. Scott Sutterfield
The TQM Magazine, Vol. 19, No. 6, pp.561-571

The purpose of this paper is to present a conceptual framework for merging the strategic management process, the managerial decision‐making process and the six‐sigma process into a single, unified decision model.

The methodology involves each of the three decision‐making processes, noting their similarities and differences, and arguing from the similarities that a single unified model will result in superior decisions.

The findings were that a single, unified model is possible and the resulting model is presented in the paper.

Since this research results in a conceptual model only, it remains to be tested in actual practice. This testing is intended for a later paper.

If the testing of the model in practice results in superior decisions, the practical implications of the paper would be use of the Friday‐Stroud/Sutterfield model in practice for better management decisions.

The paper presents an original model, which results from merging the three‐decision‐making process.

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A conceptual framework for integrating six‐sigma and strategic management methodologies to quantify decision making10.1108/09544780710828412The TQM Magazine2007-10-09© 2007 Shawnta S. Friday‐StroudJ. Scott SutterfieldThe TQM Magazine1962007-10-0910.1108/09544780710828412https://www.emerald.com/insight/content/doi/10.1108/09544780710828412/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2007
A new framework for managing changehttps://www.emerald.com/insight/content/doi/10.1108/09544780710828421/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestExperience shows many change initiatives fail to deliver. They are not always a total failure, but they get stalled, misdirected, or only partially achieve the required results. The main purpose of the research reported in this paper was to examine the apparent gap between often‐seen approaches and “best practice”, the output being a helpful framework to support future initiatives. This led to an Organisational Change Framework being developed, based on the experience of many organisations. In total, 28 organisations, from a variety of industries including the public sector, were interviewed to gain their insights on how to manage change successfully. The research, which was conducted over a six‐month period, examined a number of themes covering the triggers for change, planning for change, and implementing change. The forces for change, as experienced by the respondents, were also captured. A number of insights were identified through the research. The research showed that successful change focuses on both strategic and operational issues. The key link between the strategic objectives and operational improvement is the core processes, which need to be understood, measured and improved. If the link is broken, then the change is ineffective. The research led to the definition of two main constructs of change management: readiness for change and implementing change.A new framework for managing change
J.S. Oakland, S.J. Tanner
The TQM Magazine, Vol. 19, No. 6, pp.572-589

Experience shows many change initiatives fail to deliver. They are not always a total failure, but they get stalled, misdirected, or only partially achieve the required results. The main purpose of the research reported in this paper was to examine the apparent gap between often‐seen approaches and “best practice”, the output being a helpful framework to support future initiatives. This led to an Organisational Change Framework being developed, based on the experience of many organisations.

In total, 28 organisations, from a variety of industries including the public sector, were interviewed to gain their insights on how to manage change successfully. The research, which was conducted over a six‐month period, examined a number of themes covering the triggers for change, planning for change, and implementing change. The forces for change, as experienced by the respondents, were also captured.

A number of insights were identified through the research. The research showed that successful change focuses on both strategic and operational issues. The key link between the strategic objectives and operational improvement is the core processes, which need to be understood, measured and improved. If the link is broken, then the change is ineffective.

The research led to the definition of two main constructs of change management: readiness for change and implementing change.

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A new framework for managing change10.1108/09544780710828421The TQM Magazine2007-10-09© 2007 J.S. OaklandS.J. TannerThe TQM Magazine1962007-10-0910.1108/09544780710828421https://www.emerald.com/insight/content/doi/10.1108/09544780710828421/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2007
The validity of quality practices on performance of outsourced professional housing serviceshttps://www.emerald.com/insight/content/doi/10.1108/09544780710828430/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to investigate the actual impact of competition and management practices on performance quality of the outsourced professional housing maintenance services in Hong Kong. Much of the literature is theoretically based and there is a knowledge gap in empirical confirmatory testing of the validity of performance quality theories. It was hypothesized that there was positive correlation between output performance quality and input competition and management factors. A triangulation methodology was used to develop and test the correlation. The literature review and qualitative interviews with the maintenance consultancy management practitioners of the Hong Kong Housing Authority (HKHA) were used to generate hypothesis, which was then tested by quantitative regression, using data from the maintenance consultancies of the Authority. The main hypothesis was transformed into sub‐hypotheses which considered the relationships between service quality and individual input factors of competition level, past performance, project leadership and quality benchmarking. The results of the qualitative and quantitative studies confirmed and validated the hypotheses, and hence substantiated the main hypothesis that there is a significant correlation between performance quality and the relevant competition and management practices adopted in the outsourcing process of professional housing maintenance services. Whilst the correlation is validated in the context of professional housing maintenance services of the HKHA, it forms a conceptual baseline from which further research can build to provide a regression model in many other public and private sector settings, and for other housing services, including integrated housing maintenance and management professional services. Effective competition and management practices can then be identified to optimize performance quality. This paper establishes the validity of the impact of quality practices which the housing or facility managers can apply to enhance the performance quality of outsourced professional housing maintenance services for the benefit of their organization and customers. This study contributes to quality management of the outsourced professional housing services. Housing organizations can enhance the performance quality of their professional consultants by applying effective competition and management practices so that they can attain best service quality to satisfy the ever‐increasing tenant and owner expectations of value for money housing services from outsourcing.The validity of quality practices on performance of outsourced professional housing services
Terence Y.M. Lam
The TQM Magazine, Vol. 19, No. 6, pp.590-603

The purpose of this study is to investigate the actual impact of competition and management practices on performance quality of the outsourced professional housing maintenance services in Hong Kong. Much of the literature is theoretically based and there is a knowledge gap in empirical confirmatory testing of the validity of performance quality theories.

It was hypothesized that there was positive correlation between output performance quality and input competition and management factors. A triangulation methodology was used to develop and test the correlation. The literature review and qualitative interviews with the maintenance consultancy management practitioners of the Hong Kong Housing Authority (HKHA) were used to generate hypothesis, which was then tested by quantitative regression, using data from the maintenance consultancies of the Authority.

The main hypothesis was transformed into sub‐hypotheses which considered the relationships between service quality and individual input factors of competition level, past performance, project leadership and quality benchmarking. The results of the qualitative and quantitative studies confirmed and validated the hypotheses, and hence substantiated the main hypothesis that there is a significant correlation between performance quality and the relevant competition and management practices adopted in the outsourcing process of professional housing maintenance services.

Whilst the correlation is validated in the context of professional housing maintenance services of the HKHA, it forms a conceptual baseline from which further research can build to provide a regression model in many other public and private sector settings, and for other housing services, including integrated housing maintenance and management professional services. Effective competition and management practices can then be identified to optimize performance quality.

This paper establishes the validity of the impact of quality practices which the housing or facility managers can apply to enhance the performance quality of outsourced professional housing maintenance services for the benefit of their organization and customers.

This study contributes to quality management of the outsourced professional housing services. Housing organizations can enhance the performance quality of their professional consultants by applying effective competition and management practices so that they can attain best service quality to satisfy the ever‐increasing tenant and owner expectations of value for money housing services from outsourcing.

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The validity of quality practices on performance of outsourced professional housing services10.1108/09544780710828430The TQM Magazine2007-10-09© 2007 Terence Y.M. LamThe TQM Magazine1962007-10-0910.1108/09544780710828430https://www.emerald.com/insight/content/doi/10.1108/09544780710828430/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2007
EFQM model self‐assessment using a questionnaire approach in university administrative serviceshttps://www.emerald.com/insight/content/doi/10.1108/09544780710828449/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to study the European Foundation for Quality Management (EFQM) model self‐assessment using a questionnaire approach in eight university administrative services. Case study methodology on eight services provided by a public university in Spain. The findings show the steps that an administrative service may follow in order to apply the questionnaire approach to self‐assessment in a successful manner. Provides lessons for managers from other universities, or other public sector organisations, who wish to develop an exercise in self‐assessment using a questionnaire approach.EFQM model self‐assessment using a questionnaire approach in university administrative services
Juan José Tarí, Susana de Juana‐Espinosa
The TQM Magazine, Vol. 19, No. 6, pp.604-616

The purpose of this paper is to study the European Foundation for Quality Management (EFQM) model self‐assessment using a questionnaire approach in eight university administrative services.

Case study methodology on eight services provided by a public university in Spain.

The findings show the steps that an administrative service may follow in order to apply the questionnaire approach to self‐assessment in a successful manner.

Provides lessons for managers from other universities, or other public sector organisations, who wish to develop an exercise in self‐assessment using a questionnaire approach.

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EFQM model self‐assessment using a questionnaire approach in university administrative services10.1108/09544780710828449The TQM Magazine2007-10-09© 2007 Juan José TaríSusana de Juana‐EspinosaThe TQM Magazine1962007-10-0910.1108/09544780710828449https://www.emerald.com/insight/content/doi/10.1108/09544780710828449/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2007
Innovative new product development: a study of selected QFD case studieshttps://www.emerald.com/insight/content/doi/10.1108/09544780710828458/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to investigate whether the use of quality function deployment (QFD) may contribute to developing innovative products. Its point of departure is the author's earlier research that investigated the application of QFD to product development in companies operating in Brazil. A case study approach with companies from different industries is employed in this paper. A questionnaire was used to gather data from four companies by checking some aspects of QFD projects with regard to innovation. Typical QFD projects with respect to product typology (platform or derivative) and their level of complexity are also analysed. The main results indicated that QFD may assist in developing innovative products, but is limited to additions to existing lines, product repositioning, and product improvement. One constraint was the limited number of companies and projects analysed so that replications among other samples are needed to validate current findings. Although QFD is extensively explored in the literature, this paper is one of the few published studies that report and discuss the relationship between QFD and innovation.Innovative new product development: a study of selected QFD case studies
Paulo Augusto Cauchick Miguel
The TQM Magazine, Vol. 19, No. 6, pp.617-625

The purpose of this paper is to investigate whether the use of quality function deployment (QFD) may contribute to developing innovative products. Its point of departure is the author's earlier research that investigated the application of QFD to product development in companies operating in Brazil.

A case study approach with companies from different industries is employed in this paper. A questionnaire was used to gather data from four companies by checking some aspects of QFD projects with regard to innovation. Typical QFD projects with respect to product typology (platform or derivative) and their level of complexity are also analysed.

The main results indicated that QFD may assist in developing innovative products, but is limited to additions to existing lines, product repositioning, and product improvement.

One constraint was the limited number of companies and projects analysed so that replications among other samples are needed to validate current findings.

Although QFD is extensively explored in the literature, this paper is one of the few published studies that report and discuss the relationship between QFD and innovation.

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Innovative new product development: a study of selected QFD case studies10.1108/09544780710828458The TQM Magazine2007-10-09© 2007 Paulo Augusto Cauchick MiguelThe TQM Magazine1962007-10-0910.1108/09544780710828458https://www.emerald.com/insight/content/doi/10.1108/09544780710828458/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2007
Lean Six Sigma Statistics: Calculating Process Efficiencies in Transactional Projectshttps://www.emerald.com/insight/content/doi/10.1108/tqmm.2007.19.6.626.1/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestLean Six Sigma Statistics: Calculating Process Efficiencies in Transactional ProjectsLean Six Sigma Statistics: Calculating Process Efficiencies in Transactional Projects
The TQM Magazine, Vol. 19, No. 6, pp.626-627]]>
Lean Six Sigma Statistics: Calculating Process Efficiencies in Transactional Projects10.1108/tqmm.2007.19.6.626.1The TQM Magazine2007-10-09© 2007 The TQM Magazine1962007-10-0910.1108/tqmm.2007.19.6.626.1https://www.emerald.com/insight/content/doi/10.1108/tqmm.2007.19.6.626.1/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2007
From good to great to ACEhttps://www.emerald.com/insight/content/doi/10.1108/tqmm.2007.10619faa.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestFrom good to great to ACEFrom good to great to ACE
John S. Oakland
The TQM Magazine, Vol. 19, No. 6, pp.-]]>
From good to great to ACE10.1108/tqmm.2007.10619faa.001The TQM Magazine2007-10-09© 2007 John S. OaklandThe TQM Magazine1962007-10-0910.1108/tqmm.2007.10619faa.001https://www.emerald.com/insight/content/doi/10.1108/tqmm.2007.10619faa.001/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2007
2007 Awards for Excellencehttps://www.emerald.com/insight/content/doi/10.1108/tqmm.2007.10619faa.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest2007 Awards for Excellence2007 Awards for Excellence
The TQM Magazine, Vol. 19, No. 6, pp.-]]>
2007 Awards for Excellence10.1108/tqmm.2007.10619faa.002The TQM Magazine2007-10-09© 2007 The TQM Magazine1962007-10-0910.1108/tqmm.2007.10619faa.002https://www.emerald.com/insight/content/doi/10.1108/tqmm.2007.10619faa.002/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2007