The relationship between total quality management practices and organizational culture
International Journal of Operations & Production Management
ISSN: 0144-3577
Article publication date: 1 November 2005
Abstract
Purpose
This empirical study explores the relationship between total quality management (TQM) practices and organizational culture with the purpose of identifying the particular cultures that determine the successful implementation of TQM practices. Specifically, it tests two competing views on the relationship; the unitarist and pluralist views.
Design/methodology/approach
The empirical data was drawn from 194 organizations in Australia. The research model employs the Malcolm Baldrige National Quality Award criteria as TQM framework and builds on the competing values model to frame organizational culture. The data was analysed using structural equation modelling technique.
Findings
The findings support the pluralist view, wherein different subsets of TQM practices are determined by different types of cultures. Interestingly, hierarchical culture was found to have a significant relationship with certain practices of TQM. Additionally, the findings indicate that although the cultural factors underpinning different elements of TQM are dissimilar, even antagonistic, organizations can implement them in harmony.
Practical implications
The major implication of this study is that organizations need to accommodate divergent goals by developing a system and/or structure that allows enough flexibility for adapting different (even contrasting) management styles, between control and flexibility and between internal and external orientations, so that they may gain benefits from the multiple dimensions of TQM.
Originality/value
This paper provides empirical evidence on the multidimensionality of TQM practices along with their association with different types of culture.
Keywords
Citation
Prajogo, D.I. and McDermott, C.M. (2005), "The relationship between total quality management practices and organizational culture", International Journal of Operations & Production Management, Vol. 25 No. 11, pp. 1101-1122. https://doi.org/10.1108/01443570510626916
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited