Evolution and future of total quality management: management control and organisational learning

Abstract

The competitive position achieved by the Japanese and Western industries during the 1970s to mid-1990s, and 1980s to mid-1990s, respectively, derived from understanding, implementing, and developing Total Quality Management (TQM) as a comprehensive management philosophy. Several research and/or company studies provided evidence of this development and its impact on leading companies' efficiency and effectiveness.Despite that, research on TQM seemed on the surface, after a boom from about 1990 to 1995, to have declined. However, one recent detailed study from 2013 concluded that TQM is now at a more mature stage where focuses have shifted from being initially on TQM to the methods, tools, techniques and core values which are needed to implement TQM and to build a quality and BE (Business Excellence) culture.This study is an extension of the 2013 study, where we extend the previous study on TQM publications to 2017, and further analyse more detailed not only which methods, tools and techniques are used, but also at what organisational level they are used -strategical, tactical or the operational level. We collect data on research about TQM and its methods, tools and techniques, and we analyse further the shift of focus from TQM as a comprehensive management theory/ philosophy to a focus on the TQM methods, tools and techniques to be used at various management levels of a company.We use two of management's basic functions -management control (MC) and organizational learning (OL) -to unveil the challenges faced by TQM and to help converting these challenges into new research opportunities to be jointly addressed by companies and research communities such as the Quality Management and Organisational Development (QMOD) Research Community.In light of the findings in this research it became clear that MC and OL are two sides of the same coin. MC can never be effectively implemented without OL, and OL needs to be supported by a comprehensive MC system.

Total quality management for enhancing organizational performance: The mediating role of green manufacturing practices

“…TQM denotes both a "philosophy and a set of guiding principles that represent the foundation of a continuously improving organization" (Dahlgaard et al, 2019). It is a contemporary management philosophy based on a set of modern management indicators and concepts regarding innovative efforts, basic administrative definitions, and specialized technical skills (Singal et al, 2016).…”

Future research avenues of cost of quality: a systematic literature review

“…. This trend is justified taking into consideration the diachronic increase in the TQM research (Bajaj et al, 2018;Dahlgaard et al, 2019).…”

TQM and company performance: Review of literature and business practices 2015 - 2020

“…Fokusiranost na kupca, informacije i analiza govore o upravljanju znanjem i učinku menadžmenta koji doprinosi poslovnoj izvrsnosti. Dahlgaard, Reyes, Chen & Dahlgaard-Park [14] primećuju da je TQM u novoj fazi evolucije u kojoj su upravljačke kontrole i organizaciono učenje osnovne vrednosti za primenu TQMa i izgradnju poslovne izvrsnosti. Strategijsko upravljanje kvalitetom bazira se na sinergiji organizacionog učenja i menadžment kontrole.…”