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Change in culture brought about by effective leadership is at the core of this case. Therefore, two broad topics can be discussed using this case: organizational culture change and Change Leadership OR Role of leaders in organzational change.

The case was prepared using primary data collected through a series of interviews conducted with participants of the change process. The participants included R. Sivanesan, Senior Vice President (Quality, Sourcing and Supply Chain) of Ashok Leyland, many members of the quality team, production department, HR executives and members of the marketing team. Secondary data in the form of an interview of Mr Vinod Dasari published in a popular magazine Autocar Professionals and organizational documents/presentations used during the change process were also used to build the case.

In 2011, when Vinod Dasari took over as the Managing Director and CEO of Ashok Leyland (AL), he hired R. Sivanesan. The quality standards of the vehicles produced in the AL plants in 2011 was far from satisfactory. He decided to change this. Part A of the case discusses the challenges faced by Sivanesan and Vinod Dasari in bringing about a change in the quality management practices at AL. Part B discusses the steps they actually took and the change that resulted from it.

At the end of the case discussion, the participants will be able to develop an understanding of the various aspects of organizational culture and how it manifests itself; become aware of the underlying causes of resistance to change; critically evaluate and apply various theories of change management; create an action plan for changing the culture of any organization; and appreciate the role of leaders as change agents.

The central theme in this case is managing culture change within organizations through effective leadership. Instructors teaching courses in organizational theory, organization structure/culture and leadership will find this case relevant. It is primarily intended for use in MBA and Executive Education programs in Management.

States that there is general agreement among total quality management (TQM) and business process re‐engineering (BPR) experts that properly implemented organizational change programmes improve customer satisfaction and organizational performance. Suggests that there is, however, a growing frustration with the less than positive results that many companies have experienced with TQM or BPR. These failures have resulted in much debate about the usefulness of such programmes. Many executives believe that they have to choose between TQM and BPR and consider these programmes to be mutually exclusive. Yet, advocates of TQM and re‐engineering have recognized and acknowledged that the best organizational change programmes are those which integrate quality and re‐engineering initiatives. Examines some reasons behind TQM and BPR failures, and presents a model for integrating TQM and BPR implementation plans, while focusing on the linkage of the organization’s strategic goals and culture with this process. The framework uses the concept of quality function deployment and house of quality for the selection of a TQM/BPR implementation plan. Presents an example which illustrates the procedure.

The purpose of this paper is to explore the role of change pressure exerted by the “market” on governmental services in quality improvement processes. Two research questions are investigated. How can the role of external pressure exerted by customers and users, for quality improvement, be described and understood in governmental services? How can we understand the internal response (to external pressure exerted by customers and users, for change and quality improvement) as a strategic and cultural process?

This study focuses on two main levels: the operational level, where we analyse how the service offerings (or concepts) are designed to meet the needs (and changing needs) of the customers/citizens, the design of the service process, and the formation of the service system in terms of resources, organisational structure and culture; and the strategic level, where we analyse the interdependence between service strategy and service culture. Three cases originating from governmental services in Sweden form the empirical basis for the study.

First, the service concept must be in line with, and match, the target group to be served. If there is a gap the organisation will have an inherent quality problem. The second lesson is that the service process must be understood and accepted by both the employees and the users/customers. The results show that a lack of flexibility is a common reason behind quality problems. Involving customers more is one way of designing more flexibility. The third lesson is that the service system is also a question of the norms and values forming the basis for a service culture that supports the service process.

The article is based on just three cases from one country. More case studies are needed, and in different cultural contexts.

The pressure for change exerted in governmental organisations is not very different when compared to commercial service companies. Customers are most often the same people, with the same – or similar – needs, expectations and requirements. Quality is assessed in more or less the same way. The differences seem to surface when we take into consideration how external changes exert pressure for change within the organisation, and in the design and delivery of governmental services.

This article contributes to a theoretical point of departure for describing and analysing service quality improvement in a dynamic perspective, where both the key aspects of service strategy and service culture are taken into consideration. The empirical study shows that the framework is useful and produces fruitful empirical findings.

Which comes first – quality or change? Managing change is inherent in organisational quality enhancement. Managing organisational change and managing organisational quality go hand‐in‐hand. This paper seeks to look into quality enhancement initiatives to achieve organisational fitness for purpose.

This discussion focuses first on organisational quality – what quality means, why it is important and the means for achieving quality. The focus then shifts to effective management of organisational change including the nature of change and the high failure rate of change initiatives. Many models, approaches and prescriptions for understanding, and effectively managing, change are available. Two are discussed here: Kotter's eight‐step model of change and Doppelt's seven‐point “wheel of change”. Commonalities and differences of the two approaches are examined and pointers to “green” and “red” lights for change managers are highlighted. A large‐scale organisational reform program at La Trobe University (Australia) provides a case study of complex change in progress. Kotter and Doppelt's frameworks are used to reflect on aspects of that organisation's experience of working with change.

The discussion concludes by returning to the theme expressed in the title of this paper – quality and change go hand‐in‐hand. Libraries and librarians operating in an environment of rapid and complex change should add to their managerial “toolkits” an understanding of the intersecting issues of organisational quality and organisational change, and a proactive approach to managing both.

Managers and leaders seeking to make change and achieve organisational quality may be well served by keeping these basic green and red lights as markers and check points along the path to reaching change and/or quality objectives.

This study aims to estimate the quality-adjusted changes in residential mobile consumer prices by controlling for the changes in the relevant service characteristics and quality, in a case study on Hungary between 2015 and 2021; compare the results with changes measured by the traditionally calculated official telecommunications price index of the Statistical Office; and discuss separating the hedonic price changes from the effect of a specific government intervention that occurred in Hungary, namely, the significant reduction in the value added tax rate (VAT) levied on internet services.

Since the price of commercial mobile offers does not directly reflect the continuous improvements in service characteristics and functionalities over time, the price changes need to be adjusted for changes in quality. The authors use hedonic regression analysis to address this issue.

The results show significant hedonic price changes over the observed seven-year period of over 30%, which turns out to be primarily driven by the significant developments in the comprising service characteristics and not the VAT policy change.

This paper contributes to the literature on hedonic price analyses on complex telecommunications service plans and enhances this methodology by using weights and analysing the content-related features of the mobile packages.

The paper aims to review prior literature on the impact of audit quality and climate change reporting on corporate performance. It also aims to offer avenues for future research.

Based on the systematic literature review, bibliometric investigation and forest plot, the authors systematized the scientific knowledge from 183 papers.

Earlier studies either focused on audit quality and corporate performance or discussed the link between climate change and corporate performance. However, the way that audit quality and climate change can together influence corporate performance is yet to be examined. The authors fill the gap by examining the possible link between audit quality and climate change and establishing the influence of it on corporate performance from the existing literature.

Because of the immense importance of the company's contribution to climate change, the research findings will open up avenues for future research. In addition, findings will be useful for world policymakers in strengthening or modifying existing corporate responsibility policies.

The need for a strategic shift in senior management philosophy which encourages and promotes a culture of total employee involvement towards the attainment of service quality is one of the major competitive challenges facing the Australian banking industry in the 1990s. Some of these issues are addressed through a case‐study analysis of the origin, rationale and implementation of a quality service programme in the State Bank of South Australia. In examining these changes a historical outline of the State Bank of South Australia and an account of the research methodology used in the study form the introduction. This is followed by an analysis of the design and development of a programme of change and an identification of the key factors shaping the implementation of total quality management. In conclusion an assessment of the opportunities and constraints for the successful implementation of service‐quality delivery programmes in the Australian banking industry is given.

The purpose of this paper is to study the relationship between reporting a loss and changes in board quality. Low quality corporate governance is associated with adverse accounting outcomes and is characterised by the lack of non-executive and independent directors on the board. Changes in these board quality indicators in response to the reporting of a loss and conditioned by the severity of the loss are examined.

This study uses four years of board information spanning the report of an initial loss for companies listed on the UK stock exchange. An industry and size matched control sample is used in a difference-in-difference analysis to isolate the impact of the loss from underlying changes in board quality.

Overall the results indicate that more severe initial loss events precipitate improvements in board quality over and above the control sample as well as less severe loss events.

Although unambiguous, the reporting of a loss is only one measure of underperformance. Also the board quality indicators used in this study are two from several individual corporate governance variables and amalgamations used in the extent literature.

The findings demonstrate that the relationship between corporate governance and performance is endogenous and that the majority of any improvement in board quality actually anticipates the reporting of the loss. Any celebration of improvements in governance need to be tempered by an understanding of the precariousness of the firms at which these improvements are made.

This study contributes to a research stream that examines negative shocks, and losses in particular, as an event likely to precipitate firm-level changes in board quality, i.e. firms tend not to make improvements to board quality without the impetus to do so.

Companies pursuing certification to quality standards must apply change methodologies to institutionalize the requirements into the business. Existing change models, such as Burke‐Litwin, can serve as the foundation for identifying underlying, predictive variables impacting response variables of a quality management system including quality and delivery performance. The models were selected based on their applicability and similarity in integration of organizational variables with great similarities to those of a typical quality management system. Adaptation of change models specifically to quality management standards provides the conceptual framework in which businesses can operate. The discussion reviews quality management standards, organizational change and models, and change management in pursuit of certification. A conceptual model was developed and serves as the foundation for empirical research efforts. This bridges the gap between organizational change models and quality management systems.

Implementing new quality initiatives in organizations is challenging, as it requires managers and employees to adjust to new processes, methodologies and even mindsets. The purpose of this study is to investigate the relationship between quality management (QM) practices and readiness for change due to implementing new quality initiatives such as lean, six sigma and to determine which dimensions of QM are more important to change efficacy and change commitment.

The issues are examined in this study through the analysis of survey data obtained from US textile and apparel industry managers by using factor analysis, stepwise regression to construct path model and structural equation modeling.

This study identifies change readiness measures which are specific for quality implementations and establishes two constructs, namely, change commitment and change efficacy. The results indicate that as good Employee Relations increase, the level of organizational change commitment increases. If employees are engaged and empowered to provide excellent quality, then it is more likely that they will be committed to change due to implementing future quality initiatives. Moreover, a direct relationship between Customer Relationship Management and change efficacy is found. Companies with a strong customer orientation are more able to implement the quality initiatives that matter to their markets.

This study is unique in investigating the empirical relationship between QM practices and the dimensions of readiness for change due to implementing new quality initiatives via data from various organizations. This study empirically contributes to the QM literature with change readiness antecedents in quality implementation setting.