The aim of this paper is to explore and represent the dynamic relationship between total quality management (TQM), corporate strategy and resultant business operations. In particular, the paper seeks to determine the impact of TQM at the strategic level and how business operations are consequently developed and deployed. These issues are of interest to managers in organisations who want to move their TQM programmes beyond incremental operational improvements and to use TQM to influence, first, the strategy process and, second, business operations. Using an inductive grounded theory research methodology, the paper describes the development of a series of grounded models, which show the dynamic interaction between TQM, strategy and operations. It is concluded that the models represent a suitable framework for further in‐depth case‐based research in the area of TQM, strategy and business operations.
Leonard, D. and McAdam, R. (2004), "Total quality management in strategy and operations: dynamic grounded models", Journal of Manufacturing Technology Management, Vol. 15 No. 3, pp. 254-266. https://doi.org/10.1108/17410380410523489Download as .RIS
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