The Ideal Culture Profile for Total Quality Management: A Competing Values Perspective

Chang, Fred S.; Wiebe, Henry A.

doi:10.1080/10429247.1996.11414889

Cited by 31 publications

(22 citation statements)

References 2 publications

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“…Prior research would support this notion (Chang and Wiebe 1996). The Adhocracy cultural type, which emphasizes a more external focus characterized by change and risk-taking, could also be the result of a recent focus on reengineering in management circles and the business press.…”

Section: Resultsmentioning

confidence: 93%

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Corporate Culture’s Impact on a Strategic Approach to Quality

Dellana

Hauser

2000

American Journal of Business

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractThe purpose of this research is to further examine the relationship between organizational culture and a strategic approach to quality, as embodied in Malcolm Baldrige Quality award criteria. To accomplish this, a questionnaire was developed for a postal survey. The questionnaire was based upon the Competing Values Model of Culture and the Baldrige Award criteria to define the position of the company in their strategic quality approach. This questionnaire was then sent to 1000 members of the American Society for Quality. A total of 219 usable responses were received and analyzed. The results indicate that higher Baldrige scores tend to be significantly related to the Adhocracy and Group cultural types.

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Section: Resultsmentioning

confidence: 93%

“…This is supported by the research of Chang and Wiebe (1996), in which a Group culture was identified as ideal for TQM success. Therefore, the main hypothesis of this research may be expressed as follows:…”

Section: Internal Vs Externalmentioning

confidence: 92%

Corporate Culture’s Impact on a Strategic Approach to Quality

Dellana

Hauser

2000

American Journal of Business

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“…Chang and Wiebe (1996) recognize the importance of organizational culture in TQM implementations, suggesting that successful adoption will be determined by a culture conducive to the acceptance of TQM. This culture might be expected to include: a leadership style associated with the clear communication of goals and strategies (Ezzamel and Hart, 1987).…”

Section: Literature Reviewmentioning

confidence: 97%

Factors Impacting on Accounting Lag: An Exploratory Study of Responding to TQM

Gurd

Smith

Swaffer

2002

The British Accounting Review

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“…The relevance of organizational culture in quality management is widely supported by research (Klein et al 1995;Chang and Wiebe 1996;Mallack et al 1997;Zeitz et al 1997;Tata and Prasad 1998;Davies et al 2000;Detert et al 2000 andHuq and Martin 2000;Pool 2000;Sousa-Poza et al 2001;Maull et al 2001;Sureshchandar et al 2001;Prasad and Tata 2003;Ambroz 2004;Prajogo and McDermott 2005;Jung et al 2008). Maull et al (2001) have developed a model that allows an organizational culture assessment, as a primary task before the implementation of a QMS.…”

Section: The Relation Between Organizational Culture and Quality Manamentioning

confidence: 99%

Organizational Culture and Quality Management Practices in the Hospital Sector

Sousa

2019

J. Rev. Global Econ.

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Research in the healthcare sector is a particular relevant topic as a contribution to the development of patient care service improvement. This research focuses the identification and understanding of the organizational culture dimensions and its relation with the quality management practices in the hospital sector. A case-based research was implemented in two major public hospitals, with quantitative and qualitative methods, through multivariate and thematic analysis. Our findings allows us to postulate that the existence and intensity of a particular set of organizational culture dimensions was a catalyst factor of different realities in the implementation and development of the quality management systems in those hospitals. We believe that we were able to reach valid advice for practitioners, and also ensuring a contribution to knowledge, reinforcing the value of the contingency approach to quality management and taking relevant steps towards theory building about the links between organizational culture and quality management in the healthcare services, particularly in the hospital sector.

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The Ideal Culture Profile for Total Quality Management: A Competing Values Perspective

Cited by 31 publications

References 2 publications

Corporate Culture’s Impact on a Strategic Approach to Quality

Corporate Culture’s Impact on a Strategic Approach to Quality

Factors Impacting on Accounting Lag: An Exploratory Study of Responding to TQM

Organizational Culture and Quality Management Practices in the Hospital Sector

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