The challenge of managing organizational change: Exploring the relationship of re-engineering, developing learning organizations and total quality management

Dervitsiotis, Kostas N.

doi:10.1080/0954412989306

Cited by 78 publications

(49 citation statements)

References 3 publications

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“…Studies by Dervitsiotis (1998) and De Cock (1998), point to the high costs associated with the traditionally high failure rates of organisational reengineering projects. Reynolds (1994) quotes a study by Gateway Information Services, a New York based consulting firm, which revealed a 70 percent failure rate for corporate reengineering and cultural change programs.…”

Section: The Impact Of Resistance On Implementationmentioning

confidence: 99%

Managerial Resistance to Change: Romania’s Quest for a Market Economy

Catana¹,

Catana²,

Finlay³

2017

Management in CEE Countries Between 1996 and 2016

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Section: The Impact Of Resistance On Implementationmentioning

confidence: 99%

Managerial Resistance to Change: Romania’s Quest for a Market Economy

Catana¹,

Catana²,

Finlay³

2017

Management in CEE Countries Between 1996 and 2016

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“…They are those containing the view by the different authors and models cited, which we used for our research. This research also includes the learning category because, although it does not appear as such in the other works cited, it is interesting due to the recent studies in quality management pointing out its relevance (Anderson, Rungtusanatham and Schoroeder, 1994;Sitkin, Sutcliffe and Schoroeder, 1994;Hackman and Wageman, 1995;Dervitsiotis, 1998), and it also includes the 2000 review of the EFQM model (EFQM, 2000).…”

Section: Critical Factors In Quality Managementmentioning

confidence: 99%

Development of a measure to assess quality management in certified firms

Conca

Llopis

Tarı́

2004

European Journal of Operational Research

171

110

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The theory of quality management has been studied from different areas: quality leaders' ideas, empirical research and formal evaluation models. This has helped identify a set of critical factors for a successful implementation, as a way to improve customer satisfaction and performance.Our study reviews the literature from these three points of view, in order to identify measures for change towards a quality culture, which can be empirically tested from the answers provided by those responsible for quality in 106 certified firms. The results yield a valid, reliable scale and provide empirical support so that managers know what to do in order to advance towards total quality management.

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“…Failure in the implementation of a quality management system can be the result of a lack of clear goals, unrealistic team expectations, inadequate management support, no implementation strategy or limited training (Dawson, 1995). In the implementation of a quality management system, it is recommended that management change an organization to a form that is flexible, agile, adaptable, responsive and value-adding (Dervitsiotis, 1998). Silva et al (2014) argued that many studies insist on assuming one dichotomous situation, namely, the presence or absence of cooperation (in that specific case: Type I change and Type II change in the organizational field).…”

Section: Strengths Examplementioning

confidence: 99%

Organizational change in quality management aspects: a quantitative proposal for classification

Aquino

Silva

Melo

et al. 2017

Prod.

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Periodically, organizations need to change the quality management aspects of processes and products in order to suit the demands of their internal and external (consumer and competitor market) environments. In the context of the present study, quality management changes involve tools, programs, methods, standards and procedures that can be applied. The purpose of this study is to help senior management to identify types of change and, consequently, determine how it should be correctly conducted within an organization. The methodology involves a classification model, with multicriteria support, and three organizational change ratings were adopted (the extremes, type I and type II, as confirmed in the literature, and the intermediary, proposed herein). The multicriteria method used was ELECTRE TRI and the model was applied to two companies of the Textile Local Productive Arrangement in Pernambuco, Brazil. The results are interesting and show the consistency and coherence of the proposed classification model. KeywordsChange management. Total quality management. Multicriteria decision.

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The challenge of managing organizational change: Exploring the relationship of re-engineering, developing learning organizations and total quality management

Cited by 78 publications

References 3 publications

Managerial Resistance to Change: Romania’s Quest for a Market Economy

Managerial Resistance to Change: Romania’s Quest for a Market Economy

Development of a measure to assess quality management in certified firms

Organizational change in quality management aspects: a quantitative proposal for classification

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