Strategies of Renewal : The Transition from Total Quality Management to the Learning Organization
By: FERGUSON-AMORES, María C
.
Contributor(s): GARCÍA-RODRÍGUEZ, Manuel | RUIZ-NAVARRO, Jose.
Material type: 
ArticlePublisher: Thousand Oaks, CA : Sage publications, June 2005Subject(s): Learning history | Learning organization | Organization renewal | Total quality management | Organizational learningManagement Learning - The Journal for managerial and organization learning 36, 2, p. 149-180Abstract: Total Quality Management (TQM) and the Learning Organization (LO) are two management practices for dealing with the problem of organization renewal. From a more detailed study and with a transformational, dynamic and interactive perspective, the two are not only mutually non-exclusive but even that they are found to be mutually complementary in the renewal process. This article focus on the process of TQM&LO transition on the premise that certain complementarities exist between the two systems that facilitate the implementation of organization renewal, and also on the identification of key factors facilitating the transition. The review of the literature, the comparative analysis of the two systems, and the presentation of a case study (Electrical and Fuel Handling Division - VISTEON) in which two of the authors have participated; enriched by applying the perspective of learning history, constitute the nucleus of this article.
Total Quality Management (TQM) and the Learning Organization (LO) are two management practices for dealing with the problem of organization renewal. From a more detailed study and with a transformational, dynamic and interactive perspective, the two are not only mutually non-exclusive but even that they are found to be mutually complementary in the renewal process. This article focus on the process of TQM&LO transition on the premise that certain complementarities exist between the two systems that facilitate the implementation of organization renewal, and also on the identification of key factors facilitating the transition. The review of the literature, the comparative analysis of the two systems, and the presentation of a case study (Electrical and Fuel Handling Division - VISTEON) in which two of the authors have participated; enriched by applying the perspective of learning history, constitute the nucleus of this article.
Click on an image to view it in the image viewer
There are no comments for this item.