The embryonic stage of total quality management (TQM) theory and the significant lag of academic investigations leave many gaps in our understanding of this current organizational practice. Longitudinal studies examining the effects of TQM are conspicuous by their absence. This case study examines the process, content, and consequences of a TQM change intervention using quantitative and qualitative data. The data suggest that the intervention had a limited effect on employee work attitudes. The reasons for this effect are explored. Among the contributing factors identified was the absence of supporting changes introduced to reinforce a TQM philosophy. A key challenge facing TQM is the incorporation of a systemic view of change into a TQM process thereby increasing the likelihood of generating effective organizational change. In the process, this may dilute the core ideas of the movement's founders.
Coyle-Shapiro, J.A.-M. (2000), "TQM and organizational change A longitudinal study of the impact of a TQM intervention on work attitudes", Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 12), Emerald Group Publishing Limited, Leeds, pp. 129-169. https://doi.org/10.1016/S0897-3016(99)12006-8
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