Transitioning from total quality management to total innovation management: An Australian case

Daniel I. Prajogo (Bowater School of Management and Marketing, Deakin University, Geelong, Australia)
Amrik S. Sohal (Department of Management, Faculty of Business and Economics, Monash University, Caulfield East, Australia)

International Journal of Quality & Reliability Management

ISSN: 0265-671X

Publication date: 1 October 2004

Abstract

Addresses the key question of whether there is a link between quality management practices and innovation performance. Presents an empirical case study of a large manufacturing firm in Australia that has been successfully maintaining its competitive advantage and growth. Analysis of the research findings suggests five major lessons that can be learned from the company. First, organisations need to keep vigilant in observing the changes occurring in the business environment and adjust their strategy in accordance with these changes. Second a quality management system needs to be implemented and aligned with the company's business strategy. Third, TQM principles that were developed in the manufacturing area can be adapted in the design and development area and provide a greater leverage for the business in the future. Fourth, the case study demonstrates a recursive learning process. Finally, it is highly important for organisations to redefine and broaden the application of the principles of total quality management and to understand the need to tailor these principles.

Keywords

Citation

Prajogo, D.I. and Sohal, A.S. (2004), "Transitioning from total quality management to total innovation management: An Australian case", International Journal of Quality & Reliability Management, Vol. 21 No. 8, pp. 861-875. https://doi.org/10.1108/02656710410551746

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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