The strategic dynamics of total quality management

Abstract

This research project is concerned with the relationship between Total Quality Management (TQM) and Corporate Strategy. To date the majority of TQM research has concentrated on operational and statistical issues relating to production and performance. However, the extent of TQM's application at a strategic level by senior management and the impact of TQM on corporate strategic decision making has not been fully explored. Where TQM's strategic role and in particular Strategic Quality Management, had been addressed it was largely of a theoretical nature.

Therefore, the objectives of this research were to determine the:
l. nature and extent of the application of TQM at the strategic level and its impact;
2. and an understanding of the dynamics of the TQM/corporate strategic integration.

The research sought to explore the dialogue between these issues in practice, ultimately developing theories and models to express them, providing a practitioner based perspective of TQM. This was achieved by using a qualitative methodology using primarily in-depth semi structured interviews. A grounded approach to the analysis of the fieldwork and results, was adopted to allow theories to be generated rather than tested.

The research was conducted in three phases. The first phase involved interviews with the Quality Managers of 19 Northern Ireland based companies. The second phase involved interviews with the Managing Directors of four of these companies. The final stage was an in depth, longitudinal case study conducted over a 22 month period.

The research findings show that TQM is used to a limited extent at the corporate strategic level and with a limited strategic impact. It is considered to be used as a range of problem solving tools and techniques at the operational level to impact upon functional issues.

A strategic-operational divide is apparent which creates communication problems and reflects the division in the companies, between those that use TQM and gain impacts from it at the operational level and those who do not use TQM and therefore, have limited impacts which is often the case at the corporate level.

The EFQM Model is largely used to conduct self-assessment only in preparation for an award process. The EFQM Model has had a limited success in being adopted as either the TQM Model or corporate strategic model of choice by the case study companies. However, where the EFQM Model is used beyond the limitations of award entry, it is used as an aid to coordinating, measuring and monitoring the various improvement initiatives ongoing throughout the organisation. However, it is also considered to be of a functional/operational role with limited strategic application or impact.

A range of models have been developed to represent the conclusions and theories that emerged. These are amalgamated to provide an overview of TQM practice, and its strategic application. These models also articulate the various theories and themes that provide a new practitioner based perspective of the functioning of TQM which highlight such concepts as the nonsequential nature of TQM implementation, TQM's Lifecycle and a representation of how the EFQM Model is viewed and applied.

The research also provides specific directions for extending this work with another longitudinal case study, with the aim of validating and developing the models. A range of other avenues of research and implications for future research are proposed.

Date of Award	May 2000
Original language	English