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Open Access
Article
Publication date: 29 May 2023

Rocco Palumbo and Alexander Douglas

Although the debate about the interplay between quality management and organizational culture is long established, extant knowledge about their link is not consistent. This…

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Abstract

Purpose

Although the debate about the interplay between quality management and organizational culture is long established, extant knowledge about their link is not consistent. This article attempts to fill such a gap by integrating current perspectives and insights through a literature review.

Design/methodology/approach

A domain-based literature review has been conducted, which followed the Scientific Procedures and Rationales for Systematic Literature Reviews. The knowledge core consisted of 76 items, which were analysed through bibliographic coupling and co-citation analysis. An interpretive approach was taken to articulate the study findings.

Findings

The current scholarly debate unfolds through four research streams, which emphasize the need for joint optimizing quality management and organizational culture embracing a longitudinal perspective. Similarly, the theoretical roots inspiring reviewed contributions are distributed in four clusters, which rely on the assumption that organizational excellence derives from the harmonization of quality management and organizational culture.

Practical implications

Quality management necessitates a supportive organizational culture to set the ground for excellence. At the same time, it modifies the inner traits of the organizational culture. Such cultural changes should be carefully handled to ensure a dependable quality orientation. Achieving organizational excellence involves mastering the interplay between quality management and organizational culture.

Originality/value

This article delivers an unprecedented systematization of the scientific literature. It identifies the main research streams through which the debate on quality management and culture evolves, shedding light on the main conceptual roots inspiring recent scholarly advancements. Alongside overcoming the fragmentation of the extant debate, this review enables the envisioning of an agenda for further developments.

Details

International Journal of Quality & Reliability Management, vol. 41 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

Open Access
Article
Publication date: 3 April 2023

Lilly-Mari Sten, Pernilla Ingelsson and Marie Häggström

The purpose was to present a developed, tested and evaluated methodology for assessing teamwork and sustainable quality culture, focusing on top management teams (TMTs).

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Abstract

Purpose

The purpose was to present a developed, tested and evaluated methodology for assessing teamwork and sustainable quality culture, focusing on top management teams (TMTs).

Design/methodology/approach

The developed methodology was based on a convergent mixed-method design, including two data collection methods: questionnaire and focus group discussion. Two pilot tests were performed with two TMTs. This design involved analysing, merging and interpreting data, first separately by data collection method and theme and then in a meta-interpretation. Lastly, there was a follow-up meeting for evaluating results.

Findings

Findings from the study were that the methodology can be used to assess teamwork and sustainable quality culture, and the results also showed the strength of using two data collection methods to provide a broader picture of teamwork and sustainable quality culture. A follow-up meeting validated the results and provided additional value to the two TMTs in the form of suggestions on how to improve their teamwork and sustainable quality culture.

Practical implications

Applying this methodology can guide TMTs in how to improve their teamwork and sustainable quality culture within their organisations.

Originality/value

This is a new methodology, containing a developed questionnaire and an interview guide, aiming to assess and evaluate teamwork within TMTs and sustainable quality culture. The practice of the methodology adds value to both TMTs and their organisations, as well as provides a theoretical and methodological contribution to research on teamwork and sustainable quality culture.

Details

The TQM Journal, vol. 35 no. 9
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 6 July 2012

Hairuddin Mohd Ali and Mohammed Borhandden Musah

The purpose of this study is to examine the relationship between the quality culture and workforce performance in the Malaysian higher education sector. The study also aims to…

3119

Abstract

Purpose

The purpose of this study is to examine the relationship between the quality culture and workforce performance in the Malaysian higher education sector. The study also aims to test and validate the psychometric properties of the quality culture and workforce performance instruments used in the study.

Design/methodology/approach

A total of 267 academic staff from the International Islamic University Malaysia completed the survey questionnaires. A principal component analysis (PCA) technique was performed to extract the underlying factors, followed by the application of confirmatory factor analysis (CFA) to test factorial validity of the constructs.

Findings

The analysis yielded a nine‐factor‐indexed quality culture construct, while the workforce construct constituted two factors. The findings of the study postulate statistically significant correlation between quality culture and workforce performance.

Practical implications

The findings of the study suggest that a quality culture initiative can be used effectively in the context of the Malaysian higher education sector to enhance academic staff performance.

Originality/value

The results are important since there have been few published studies on quality culture that examine its effects on academic staff performance in the Malaysian higher education sector.

Details

Quality Assurance in Education, vol. 20 no. 3
Type: Research Article
ISSN: 0968-4883

Keywords

Article
Publication date: 21 August 2009

Kit Fai Pun and Surujdaye Jaggernath‐Furlonge

Although many adherents openly praise the importance of quality management practices (QMP) in organisations, others have identified significant costs and implementation obstacles…

Abstract

Although many adherents openly praise the importance of quality management practices (QMP) in organisations, others have identified significant costs and implementation obstacles. Some recent studies showed that QMP have failed due to the ignorance of quality cultures. How to improve the success rate of QMP in organisations has become a critical issue both in the academy and in practice. This paper discusses the common enablers of and cultural impacts on QMP. It explores the dimensions of national versus organisational culture, and identifies the main features of four quality culture models as advocated in the literature in relation to facilitating QMP in organisations. It was found that flat structures, decentralised functions, empowerment, flexibility, innovation, limited rules and regulations and teamwork favor the QMP implementation. For facilitating culture changes for QMP, values associated with low power distance, low uncertainty avoidance and collectivism would have to be nurtured. Further research is needed to incorporate the findings and develop a practical quality culture approach for real applications in industry.

Details

Asian Journal on Quality, vol. 10 no. 2
Type: Research Article
ISSN: 1598-2688

Keywords

Article
Publication date: 22 April 2000

Scott A. Dellana and Richard D. Hauser

The purpose of this research is to further examine the relationship between organizational culture and a strategic approach to quality, as embodied in Malcolm Baldrige Quality

260

Abstract

The purpose of this research is to further examine the relationship between organizational culture and a strategic approach to quality, as embodied in Malcolm Baldrige Quality award criteria. To accomplish this, a questionnaire was developed for a postal survey. The questionnaire was based upon the Competing Values Model of Culture and the Baldrige Award criteria to define the position of the company in their strategic quality approach. This questionnaire was then sent to 1000 members of the American Society for Quality. A total of 219 usable responses were received and analyzed. The results indicate that higher Baldrige scores tend to be significantly related to the Adhocracy and Group cultural types.

Details

American Journal of Business, vol. 15 no. 1
Type: Research Article
ISSN: 1935-5181

Keywords

Article
Publication date: 18 September 2017

Peter Cronemyr, Ingela Bäckström and Åsa Rönnbäck

Today’s organisations face the challenge of measuring the right things and then using those measurements as a starting point to work with improved quality. The failure to generate…

1489

Abstract

Purpose

Today’s organisations face the challenge of measuring the right things and then using those measurements as a starting point to work with improved quality. The failure to generate a shared value base is pointed out as one main cause for the inability to effectively apply quality management and lean within organisations; thus, it appears central to measure these values. However, the measuring of values and behaviours seems to be missing within both concepts. Therefore, there is a need for a tool that measures not only quality values but also behaviours that support or obstruct a quality culture. The purpose of this paper is to describe how a measuring tool which measures quality culture can be designed and structured.

Design/methodology/approach

A project with the aim to measure and develop quality culture started in 2015 by three Swedish universities/institutes and seven organisations. During several workshops, quality values and supportive and obstructive behaviours were developed and described. This resulted in a survey where employees of the participating organisations ranked performance and importance of the described behaviours. The results were presented and discussed in a fourth workshop.

Findings

A framework of behaviours and a measurement tool for a quality culture are presented in this paper.

Originality/value

The framework of behaviours, supporting or obstructing a quality culture, is original and may be very useful to diagnose and develop a quality culture.

Details

International Journal of Quality and Service Sciences, vol. 9 no. 3/4
Type: Research Article
ISSN: 1756-669X

Keywords

Article
Publication date: 25 September 2009

Ulf Daniel Ehlers

The purpose of this paper is to develop a holistic understanding of quality in higher education which reveals the current debates about accreditation or quality process standards…

10126

Abstract

Purpose

The purpose of this paper is to develop a holistic understanding of quality in higher education which reveals the current debates about accreditation or quality process standards as insufficient, and to propose an enhanced model for quality culture in educational organisations.

Design/methodology/approach

The conceptual framework is based on relevant research in the field of quality development for education, and integrates it with a series of previously published works related to quality methodologies, quality literacy and quality as a multidimensional concept. Quality is approached from an educational science perspective, and is understood as a relationship among all the participants and resources of an educational scenario.

Findings

The paper establishes the foundation for a comprehensive understanding and analysis of quality culture in organisations, focussing on higher education. While this understanding of quality as part of the organisational culture seems to gain more importance there is still a lack of fundamental research and conceptual understanding of the phenomenon in itself. Quality development in higher education is often limited to bureaucratic documentation, and disregards the development of quality as an organisation's holistic culture. However, there is a need to focus on promoting a quality culture which is enabling individual actors to continuously improve their educational practice.

Originality/value

The original value of the paper is to approach quality development in higher education from an organisation's cultural perspective. When the conceptual foundations for empirical research are worked out, the professionals can benefit by understanding the interrelated nature of educational quality and organisational culture in higher education institutions.

Details

Quality Assurance in Education, vol. 17 no. 4
Type: Research Article
ISSN: 0968-4883

Keywords

Article
Publication date: 1 February 1993

Chris Hart and Michael Shoolbred

Suggests that, while quality systems and the measurement of qualityin higher education are much discussed, there has been little focus onwhat quality organizations are actually…

Abstract

Suggests that, while quality systems and the measurement of quality in higher education are much discussed, there has been little focus on what quality organizations are actually like to work in. Quality systems generate a quality culture and this is what is at the heart of successful quality organizations. Examines organizational culture and indicates the main features of successful quality cultures appropriate to higher education. It links these with quality values and beliefs. These are expressed in terms of rites and rituals, myths and legends within the organization. Readers are invited to consider their own organizational culture by working through a specially designed exercise. They are asked how rewards and recognition can be made relevant to a quality culture and what will happen if some parts of HE fail to adopt a quality ethos in keeping with the values of higher education.

Details

Quality Assurance in Education, vol. 1 no. 2
Type: Research Article
ISSN: 0968-4883

Keywords

Article
Publication date: 1 February 1991

Om P. Kharbanda and Ernest A. Stallworthy

The concept of company culture is now playingan ever‐increasing role in the continuing endeavourto work towards ever better companymanagement, particularly in the industrial…

2861

Abstract

The concept of company culture is now playing an ever‐increasing role in the continuing endeavour to work towards ever better company management, particularly in the industrial field. This monograph reviews the history and development of both national and company cultures, and then goes on to demonstrate the significance of a culture to proper company management. Well‐managed companies will have both a “quality culture” and a “safety culture” as well as a cultural history. However, it has to be recognised that the company culture is subject to change, and effecting this can be very difficult. Of the many national cultures, that of Japan is considered to be the most effective, as is demonstrated by the present dominance of Japan on the industrial scene. Many industrialised nations now seek to emulate the Japanese style of management, but it is not possible to copy or acquire Japan′s cultural heritage. The text is illustrated by a large number of practical examples from real life, illustrating the way in which the company culture works and can be used by management to improve company performance.

Details

Industrial Management & Data Systems, vol. 91 no. 2
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 1 February 2000

Lawrence M. Corbett and Kate N. Rastrick

For many years culture has been claimed as an important component of organizational success in general and TQM and quality improvement in particular. This study examined…

6503

Abstract

For many years culture has been claimed as an important component of organizational success in general and TQM and quality improvement in particular. This study examined management culture and quality performance in a sample of New Zealand manufacturing organizations. The culture was measured using the Organizational Culture Inventory, and quality performance was measured using questions from Leading the Way: A Study of Best Manufacturing Practices in Australia and New Zealand. Different management cultures were found to have correlations with quality indicators such as: warranty claims, percent defectives, ratio of quality inspectors to direct production workers, and delivery in full on time. No significant correlations were found between the organizational cultures and cost of quality, or with supplier quality. We suggest that through understanding these relationships between culture and quality, managers may be able to develop more effective and competitive organizations.

Details

International Journal of Quality & Reliability Management, vol. 17 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

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