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Based on two quality management self‐assessment survey projects conducted in Europe and Australia, the authors compare practices in these parts of the world. The main questions addressed are: why do organisations use self‐assessment?, how do they implement self‐assessment?, and what are the benefits which they obtain from it? Findings suggest companies in both regions differ slightly in how they implement self‐assessment. Both internal and external factors driving self‐assessment are identified, although in the case of Australia there are two different internal factors. One is related to rejuvenating flagging interest in TQM. Several approaches to self‐assessment are also identified including: assessor driven, management driven, employee driven and tools and techniques driven. Some variations between the two samples were identified here. Analysis of the links between success with self‐assessment and methods used suggested that a management driven approach which may be combined with a quality maturity matrix tended to work best.

In many industries (e.g. cars and clothing) manufacturing complexity and unpredictability have increased over the last couple of years because of an increasing variety of products and shortening product life cycles. At the same time the manufacturers in these industries appear to have more problems with maintaining high quality levels. This paper aims to develop a methodology to study the effects of these developments on quality management systems.

At three European automotive manufacturers the two trends have been studied by means of a case study approach. Simons' four levers of control model is utilised to categorise and interpret the results of the case studies.

The application of a management control model in the field of quality management is found to be useful in explaining what changes are necessary to maintain high quality levels. From the case studies in the automotive sector it is concluded that there is a shift in quality management systems from a diagnostic towards a more interactive approach. This is in line with what can be expected as a result of the increasing uncertainty in the automotive sector, caused by shortening life cycles of car models and smaller batch sizes.

This research presents a novel application of Simons' four levers of control model to the field of quality management. Based on the experience with three case studies at European automotive manufacturers, this approach seems to have potential.

Reports on a survey, carried out in 1990, to ascertain the level of training and research needs in the European business community. Attempts to define what exactly TQM means to an organization. Indicates that European organizations do not invest adequate sums of money in TQM education and training. Concludes that top management commitment levels could be improved, and that more relationships between businesses and academic institutions need to be forged.

Like the reports of Mark Twain's death, the demise of total quality has been much exaggerated. Periodic changes of direction and drivers have given it new life and impetus during the time it has been popularized by western organizations. Each renewal brings with it a new set of measures to define and manage quality, each of which adds to a cumulative embedding of total quality in the way a business operates.

The aim of this paper is to analyse how critical incidents or organisational crises can be used to check and legitimise quality management change efforts in relation to the fundamental principles of quality.

Multiple case studies analyse critical incidents that demonstrate the importance of legitimisation, normative evaluation and conflict constructs in this process. A theoretical framework composed of these constructs is used to guide the analysis.

The cases show that the critical incidents leading to the legitimisation of continuous improvement (CI) were diverse. However all resulted in the need for significant ongoing cost reduction to achieve or retain competitiveness. In addition, attempts at legitimising CI were coupled with attempts at destabilising the existing normative practice. This destabilisation process, in some cases, advocated supplementing the existing approaches and in others replacing them. In all cases, significant conflict arose in these legitimising and normative evaluation processes.

It is suggested that further research could involve a critical analysis of existing quality models, tools and techniques in relation to how they incorporate, and are built upon, fundamental quality management principles. Furthermore, such studies could probe the dangers of quality curriculum becoming divorced from business and market reality and thus creating a parallel existence.

As demonstrated by the case studies, models, tools and techniques are not valued for their intrinsic value but rather for what they will contribute to addressing the business needs. Thus, in addition to being an opportunity for quality management, critical incidents present a challenge to the field. Quality management must be shown to make a contribution in these circumstances.

This paper is of value to both academics and practitioners.

This paper focuses on the use of the ISO 9000 series certification and the use of self‐assessment against an excellence model, as two examples of management fads which have survived for a long period of time. The literature suggests that two variables are related to the perceived success of the implementation of a fad. First, the degree of intrinsic as opposed to extrinsic motivation which is present, and second, the depth of organisational change which is demanded by the implementation. The two fads described in this paper differ in relation to these two variables.

Discusses the development of instruments which can serve as both a stimulating device and a guideline to enhance quality management activities in service organizations. Acknowledges the need for a systematic approach to quality management and that to achieve improved customer satisfaction necessitates the involvement and leadership of top management. Gives examples of instruments which can be used to provide a framework for TQM.