An empirical study of TQM implementation: Examination of aspects versus impacts

• Published in: Asian business & management Vol. 9; no. 4; pp. 525 - 551
• Main Authors: Moosa, Kamran, Sajid, Ali, Khan, Rashid A, Mughal, Anwar
• Format: Journal Article
• Language: English
• Published: London Palgrave Macmillan UK 01.12.2010; Palgrave Macmillan
• Subjects: Asian Culture; Behavior; Business and Management; Business management; Business metrics; Corporate culture; Empirical research; Failure; Hypotheses; International Business; Literature reviews; Organization development; Organizational behaviour; Organizational change; Organizational culture; Original Article; Pakistan; Planning methods; Policy implementation; Quality control; Quality management; Software; Studies; Success; Total quality; Total quality management; TQM implementation; organizational context; TQM assessment models; TQM culture; TQM impacts; TQM aspects
• ISSN: 1472-4782; 1476-9328
• DOI: 10.1057/abm.2010.27

On the basis of research among Pakistani firms from 2006–2009, this article analyzes the influence of various organizational aspects on Total Quality Management (TQM) impacts. We explore factors influencing success and failure in TQM programs in organizations, and particularly how these programs work within the context of various organizational settings, profiles, dynamics and culture. Various considerations influencing the effectiveness of TQM are labeled as TQM aspects; while those related to its results are labeled as TQM impacts. A model is presented that allows the formulation of several hypotheses on how TQM aspects influence TQM impacts. Empirical evidence was used from a mix of different types of organizations to test the hypotheses. The study found that TQM implementation is heavily dependent on various factors related to organizational context and culture. It also identified that the end results and changes expected by organizations from TQM implementation are not only dependent on its own framework, but on many other culturally related ‘Intermediate Impacts’. These intermediate impacts mostly concern organizational dynamics and culture, and are ignored in most firms, resulting in early failure of TQM.