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The aim of this paper is to investigate the strategic dynamics of total quality management (TQM) in an organisation using a grounded theory research methodology. Inductive grounded theory research methods are used to improve understanding. The main element of the research methodology is a longitudinal case study. The key findings, first indicate, that TQM and the Business Excellence Model (BEM) are not strategically significant models in an organisational context and lack dynamic representation. Second, the majority of the corporate strategic process and the key strategic drivers are outside the TQM environment. Finally, it is concluded that TQM can act as a strategic dynamic catalyst, incorporating culture, strategy and business operations.

The purpose of this paper is to add to the current knowledge of how and why small businesses should engage in quality management (QM) by providing insights from small business owners who are committed advocates of QM. By so doing, to encourage small business owners to see that QM is right – and possible – for any small business wanting to improve performance.

Using an inductive method, semi-structured interviews followed a template of six open-ended questions. Study participants were ten owners of small family-owned business winners of a National Quality Award (National Housing Quality Award (NHQA)), making them industry leaders in applying QM. Data from these QM advocates are presented and discussed.

The cases reveal consistent encouragement for small businesses to engage in QM, with every owner certain that positive outcomes follow. Despite recognizing barriers to engagement, interviewees strongly feel the barriers are small relative to gains realized through QM. These QM advocates advise getting started by choosing one or a few QM tools and/or customizing tools rather than becoming overwhelmed by prospects of the complexity of doing QM to the exacting standards of various quality programs. Finally, they encourage small businesses to stay the course once started on QM.

Limitations are that the paper relies on just ten case studies and these were taken from just one industry. While these limitations cannot be disputed, the rich data, interpretations, and opportunities for future research emerging from the inductive approach seem likely to resonate well beyond the particular industry involved here.

This paper speaks directly to small business owners by including many quotes from owners and summarizing themes from multiple interviews. The advice provided can be acted upon by any small business, with the opportunity of realizing improved business performance.

Few articles provide insights on the merits of QM for small businesses directly from interviews with small business owners. Here, the authors learn about the rationale for small businesses engaging in QM, are given thoughtful comments on how to get started, and told about the realities – including difficulties – of small business QM.

The aim of this paper is to explore how quality management can act as a foundation and key catalyst for developing corporate social responsibility (CSR) within organizations. CSR is an emergent discourse within organizational research and praxis. It has parallels to sustainable development, environmental protection, social equity and economic growth. Although some organizations consider CSR to be a peripheral and sector specific issue, it is becoming increasingly mainstream, supported by government legislation. Key questions arising are, is there a conflict between profit earning and CSR? How can CSR be implemented without impairing business performance? Can CSR build on existing quality management based business initiatives from a philosophical and practical manner? The critique and case study analysis within this paper shows how the ethical basis of quality management can be used to develop CSR within organizations. Quality management models and methodologies established on the broad principles of quality are seen as a foundation and catalyst for effective CSR in organizations.

The aim of this paper is to conduct an inductive grounded theory study into the strategic impact of total quality management (TQM). The strategic importance of TQM has been argued for some considerable time (at least ten years or more). The resulting discourse has led to corporate strategy being considered as inherent in TQM. Despite an acknowledgement of the existence of this relationship, there is a paucity of research which seeks to investigate the key issues involved. A grounded theory research methodology was developed using 19 grounded case studies of organisations which were involved in TQM and which had well‐developed strategic planning processes. First, it was found that there was an inconsistency in TQM terminology, especially in regard to TQM’s integration with the strategic planning process. Second, TQM was only articulated as a means of achieving a target, which has been set at strategic level. Finally, the results indicated that TQM plays a key role in strategy implementation, as distinct from strategic formulation, within the organisations.

It is often claimed that existing quality models can represent the development of total quality management (TQM) within organisations. However, the more recent emergence of critical perspective literature in this area has shown that these models lack both a strategic formulation influence and a dynamic influence for TQM in organisations. Seeks to combine these influences and to evaluate the role of the strategic dynamics of TQM within organisations. Thus, primarily aims to evaluate the strategic dynamics of TQM within case study organisations using an appropriate evaluative framework. A secondary aim is to perform a meta‐evaluation of this framework. The evaluative framework used for the study is Leonard’s grounded theory framework for TQM strategic dynamics. The model was applied to 57 case studies where a cross case analysis was used to guide the analysis. The findings show that the dynamics of TQM are much more complex and recursive than those shown by current models. Furthermore, the main influence of TQM in the cases was found to be at a tactical level and operational level. Those organisations, which applied TQM at a strategic level, were found to have robust TQM programmes with greater longevity, by using frequent regenerative approaches.

This chapter will examine the response of a rural community in Ireland to the imposition of a gas pipeline on their farms, in the western coastal county of Mayo. This analysis will include a discussion of the concept of ‘rural community sentiment’ (Leonard, 2006, 2008a, 2008b) as a factor in the mobilisation of community campaigns against infrastructural projects which are perceived as a threat to existing ways of life in regional areas. The chapter will also explore key theoretical concepts for this community-based responses to environmental degradation in rural areas, including critical criminology and rural criminology, resource curse theory and ask whether the campaign was ecopopulist, with issues of social and environmental justice at its core. This will be achieved through a case study approach. In so doing, the chapter will highlight the basis for rural community’s campaigns of opposition to development projects imposed by corporate or state bodies in the Irish case.

Aims is to analyse the dynamics of total quality management (TQM) within organisations by using Leonard's Grounded Theory evaluative framework for TQM. There are a number of quality models which are used to analyse the effects of TQM on organisations, however all of these models are used mainly in an auditing role. There is a paucity of models, which seek to evaluate the dynamic effects of TQM in organisations. Develops an evaluative framework for the dynamics of TQM in organisations is developed. This was established from Grounded Theory and is used to analysis TQM dynamics within a multiple case analysis consisting of 57 cases. Data were obtained from multiple semi‐structured interviews, organisation and archive materials. The results show the complex non‐sequential and dynamic effects of TQM present in the cases. Also finds that TQM can have a dynamic role in strategy formulation, in addition to the more tactical role of strategy application and deployment.

There is a paucity of research which seeks to develop TQM theories based on a deep and rich understanding of both socio‐political and technical issues. Resultant theories from such an inductive approach could potentially give a deeper insight into TQM, based on sound theoretical evidence. Studies of this kind should not be confused with descriptive case study analysis and examples of applications. While these helpful approaches contribute to the overall TQM discourse, they do not of themselves develop underpinning theory. This paper describes a grounded theory research methodology for TQM, rather than the actual theory and results. The methodology was applied to 19 organisations and to a longitudinal case study. The methodology makes a contribution from two aspects. First, a comprehensive grounded theory approach for developing TQM theory based in practice was developed and applied. Second, the methodology enabled the practitioners involved in the study to be critically reflective and reflexive in their thoughts and influence throughout the study. This reflexivity resulted in the case study organisation evaluating and implementing TQM‐based change throughout the study.

The aim of this paper is to explore the tactical role of the business excellence model (BEM) and the significance for quality training and development, in relation to strategy and operations within organisations. There are conflicting accounts in the literature and praxis in relation to the role of the BEM. Some consider it to be a strategic model while others consider it to be of use solely at an operational level. This paper explores this dichotomy by considering the tactical role of the BEM in organisations and the implications for quality training and development in organisations. A grounded theory research methodology is used. Based on the research a grounded model of the BEM application in organisations is presented and discussed, showing the current role of the BEM for managers in relation to operations and strategy. The need for a resultant shift in emphasis in quality training and development is shown.