The rhetoric and reality of total quality management
By: ZBARACKI, Mark J
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ArticlePublisher: Ithaca : Johnson Graduate School of Management, September 1998Administrative Science Quarterly 43, 3, p. 602-636Abstract: This article induces a model of the evolving rhetoric and reality of total quality management (TQM) in five organizations to show how institutions forces can distort the technical reality of TQM. Using interviews, organizational documents, and observation, I follow the social construction of TQM in these organizations to trace the relationship between the technical practices and rhetoric of TQM. The model shows that managers consume a rhetoric of success about TQM, use that rhetoric to develop their TQM program, and then filter their experiences to present their own rhetoric of success. Consequently, the discourse on TQM develops an overly optimistic view of TQM. The models demonstrate how individual actions and discourse shape TQM and fuel institutional forces
This article induces a model of the evolving rhetoric and reality of total quality management (TQM) in five organizations to show how institutions forces can distort the technical reality of TQM. Using interviews, organizational documents, and observation, I follow the social construction of TQM in these organizations to trace the relationship between the technical practices and rhetoric of TQM. The model shows that managers consume a rhetoric of success about TQM, use that rhetoric to develop their TQM program, and then filter their experiences to present their own rhetoric of success. Consequently, the discourse on TQM develops an overly optimistic view of TQM. The models demonstrate how individual actions and discourse shape TQM and fuel institutional forces
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