Adoption and persistence of TQM programmes case studies of five New Zealand organizations
By: VENKATESWARLU, P
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Contributor(s): NILAKANT, V.
Material type: 
ArticlePublisher: UK : Routledge, September 2005Subject(s): Gestão de Qualidade Total | Implementação | Nova Zelândia | Estudo de CasoTotal Quality Management & Business Excellence 16, 7, p. 807 - 825 Abstract: Despite the widespread popularity of quality management principles, a majority of organizations implementing these programmes do not persist with them, resulting in a high failure rate. A variety of explanations have been suggested to explain the short life cycles of these programmes. This paper is based on a qualitative case study of five organizations in New Zealand that introduced a quality management programme in the early 1990s. The purpose of the study was to explore the factors that influenced the success and continuity of these programmes. At the time of the study, only two out of the five organizations had persisted with their quality programmes. In the remaining three organizations, the programmes did not continue. Our study suggests a number of factors seem to influence persistence of quality programmes. Some of these factors are: compulsions for change; core philosophy; commitment of senior management; capability, experience and fit of TQM champion; collateral changes; and continuity of leadership.
Despite the widespread popularity of quality management principles, a majority of organizations implementing these programmes do not persist with them, resulting in a high failure rate. A variety of explanations have been suggested to explain the short life cycles of these programmes. This paper is based on a qualitative case study of five organizations in New Zealand that introduced a quality management programme in the early 1990s. The purpose of the study was to explore the factors that influenced the success and continuity of these programmes. At the time of the study, only two out of the five organizations had persisted with their quality programmes. In the remaining three organizations, the programmes did not continue. Our study suggests a number of factors seem to influence persistence of quality programmes. Some of these factors are: compulsions for change; core philosophy; commitment of senior management; capability, experience and fit of TQM champion; collateral changes; and continuity of leadership.
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