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Establishing mutual dependence between TQM and the learning organization: a multiple case study analysis

Milè Terziovski (Milè Terziovski is in the Department of Management, Faculty of Business and Economics, Monash University, Caulfield, Australia.)
Andrea Howel (Andrea Howell is at the College of International Business, Melbourne, Australia.)
Amrik Sohal (Amrik Sohal is in the Department of Management, Faculty of Business and Economics, Monash University, Caulfield, Australia.)
Michael Morrison (Michael Morrison is in the Department of Marketing, Faculty of Business and Economics, Monash University, Caulfield, Australia.)

The Learning Organization

ISSN: 0969-6474

Article publication date: 1 March 2000

Abstract

Reports on a theoretical framework based on Senge’s principles and the Malcolm Baldrige National Quality Award (MBNQA) criteria. Qualitative data were gathered from five Australian companies that had established practices in the TQM field. Multiple cross‐case content analysis was undertaken to evaluate the proposition that “TQM and the Learning Organization are mutually dependent”. Our major finding is that TQM principles and concepts underpin the evolution of the learning organization. The implication is that managers that are involved in TQM do not need a new mindset or paradigm called “learning organization”. Organizations need to recognise that their continuous improvement activities as part of the TQM philosophy have created their “learning organization”.

Keywords

Citation

Terziovski, M., Howel, A., Sohal, A. and Morrison, M. (2000), "Establishing mutual dependence between TQM and the learning organization: a multiple case study analysis", The Learning Organization, Vol. 7 No. 1, pp. 23-32. https://doi.org/10.1108/09696470010313650

Publisher

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MCB UP Ltd

Copyright © 2000, MCB UP Limited