Please use this identifier to cite or link to this item: http://hdl.handle.net/1959.3/49090

Title

Effective corporate strategies for implementation of quality management in service organisations: an empirical research study

Author(s)

Saee, John;  Mahmood, Zahid

Abstract

QM is a holistic management philosophy that emphasises the involvement of every employee at different levels of an organisation to achieve customer satisfaction and improve the organisation's effectiveness through continuous process improvement. QM principles and techniques have gained, and are gaining, both the attention and acceptance of practitioners as well as a growing number of academics. Advocates of this approach argue that a dynamic movement towards quality is critically needed, and the issues addressed by the 'quality movement' are both extensive and interrelated (Dow et al., 1997). Some QM critics report that the principles of QM are either too theoretical or too broad to be practical. The review of the literature shows that while these factors appear obvious, many organisations have in fact found them very difficult to execute. It is noteworthy that no single approach contains all of the keys to quality, and no cookbook approach can be applied to any company's situation and cultures. In short, a combination of many different factors, such as an organisational culture conducive to QM, the proper QM infrastructure and system readiness contribute to the success or failure of QM programmes. It is not the aim of this chapter to discuss all the factors which may constrain an organisation's ability to nurture the implementation of QM; rather the intention is to examine corporate cultural change (CCC), internal organisational communication (lOC) and internal marketing (IM) in regard to the development of QM implementation initiatives. The contention is that the role of these factors in facilitating the articulation of a QM ethos is fundamentally undervalued and misunderstood in organisational settings. Here we argue that CCC, IOC and IM influence the extent to which organisations are successful in effecting a chosen strategic direction. Hence, if such strategic actions encompass a QM implementation, it can be argued that the proposed factors contribute to the success of QM implementation. These factors are briefly discussed in the next section.

Publication type

Book chapter

Research centre

Swinburne University of Technology. Faculty of Business and Enterprise. Australian Graduate School of Entrepreneurship

Source

Contemporary corporate strategy: global perspectives, Chapter 10, pp. 139-163

Publication year

2007

Keyword(s)

CCC;  Corporate cultural change;  Corporations;  IM;  Internal marketing;  Internal organisational communication;  Management;  Organisational effectiveness;  QM;  Quality management;  Satisfaction;  Strategic planning;  Strategies

Publisher

Routledge

ISBN

9780415385954, 0415385954

Publisher URL

http://www.routledge.com/0415385954

Publisher URL

http://books.google.com/books?id=OXNwE9txe24C

Copyright

Copyright © 2007 John Saee and Zahid Mahmood.

Peer reviewed