TQM, structural and strategic flexibility and performance : an empirical research study
By: GÓMEZ-GRAS, José María
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Contributor(s): VERDÚ-JOVER, Antonio J.
Material type: 
ArticlePublisher: UK : Routledge, September 2005Subject(s): TQM | Strategic flexibility | Metaflexibility | PerformanceTotal Quality Management & Business Excellence 16, 7, p. 841 - 860 Abstract: Hypercompetitiveness, which certain sectors are sometimes subjected to, demands increasingly more flexible structures and strategies in companies. Some authors have suggested that there is a parallelism between TQM companies and those who are committed to flexibility, while others question whether there are two alternatives for business management. For this research, which is centred on three hypercompetitive sectors (automobiles, telecommunications and chemicals) at a European level, we have been able to verify that companies with TQM achieve greater flexibility and greater adjustment to the requirements of the environment (in their strategies, administration of structure). However, this fact does not lead them to greater performance, in contrast to what happens to companies that do not implement quality management programs. We point out some of the possible causes that can give rise to this apparent paradox.
Hypercompetitiveness, which certain sectors are sometimes subjected to, demands increasingly more flexible structures and strategies in companies. Some authors have suggested that there is a parallelism between TQM companies and those who are committed to flexibility, while others question whether there are two alternatives for business management. For this research, which is centred on three hypercompetitive sectors (automobiles, telecommunications and chemicals) at a European level, we have been able to verify that companies with TQM achieve greater flexibility and greater adjustment to the requirements of the environment (in their strategies, administration of structure). However, this fact does not lead them to greater performance, in contrast to what happens to companies that do not implement quality management programs. We point out some of the possible causes that can give rise to this apparent paradox.
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