The power of quality models: The example of the SIQ model for performance excellence

Quist, Johan; Skålén, Per; Clegg, Stewart

doi:10.1016/j.scaman.2007.08.003

Cited by 13 publications

(13 citation statements)

References 28 publications

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“…Control can be conceptualized as framing effects (Edenius and Hasselbladh, 2002), meaning that certain discourses foster certain ways of seeing and acting, while simultaneously making alternative ways less likely. Empirical analysis has shown how discourses such as total quality management (Quist et al, 2007), management by objectives (Covaleski et al, 1998), and human resource management (Bergström and Knights, 2006) frame organizational action and perception.…”

Section: Labor Process Theorymentioning

confidence: 99%

Service marketing control as practice: a case study

Skålén

2011

Qualitative Market Research: An International Journal

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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. AbstractPurpose -Service marketing research has developed practices for managing and controlling the human resources. However, the role of these control practices in organizations has neither been empirically studied in a systematic way nor been analyzed in relation to control theory. This paper seeks to address these gaps in previous research. Design/methodology/approach -Single case study of a Swedish financial service firm referred to as the Financial Institute which has drawn on service marketing practices to manage the organization and control the employees. Findings -The empirical findings suggest that control practices are associated with service marketing discourse controls for the customer orientation of the human resources. Originality/value -In order to analyze the empirical findings the paper draws on the control theory of organization studies. More particularly labor process theory and Foucauldian organization theory (FOT) are invoked. The analysis suggests that mainly FOT explains how service marketing practices control the customer orientation of the human resources.

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Section: Labor Process Theorymentioning

confidence: 99%

Service marketing control as practice: a case study

Skålén

2011

Qualitative Market Research: An International Journal

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“…However, obtrusive control is not necessarily conducive to ordering organizational decision-making and action (Padgett, 1980). For instance, TQM-inspired lateral control practices, such as customer satisfaction indicators (Kelly, 2005;Watkins and Arrington, 2007) and process-orientated structures (Swiss, 1992;Quist et al, 2007), have enjoyed mixed success in the public sector. Modell (2009) illustrates this point by showing how customer satisfaction indicators were gradually reconciled with and incorporated into vertical control practices whilst process-orientated quality controls gradually lost their usefulness and were abandoned in a Swedish central government agency.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…However, since the late 1990s, the organization has also adopted lateral control mechanisms diffusing across Swedish central government agencies. This diffusion process has primarily been fuelled by private sector consultants and non-governmental organizations, such as the Swedish Institute for Quality Assurance (SIQ), propagating use of TQM to foster more process-and customer-focused operations (Modell et al, 2007;Quist et al, 2007). One of the more influential standards in this respect is the SIQ Performance Excellence Model, which entails regular assessments of quality improvement efforts along a range of parameters, whereof customer satisfaction is the most important one (SIQ, 2006).…”

Section: Research Context and Designmentioning

confidence: 99%

Customer Orientation and Management Control in the Public Sector: A Garbage Can Analysis

Wiesel

Modell

Moll

2011

European Accounting Review

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Recent public sector reforms have increasingly tended to re-cast citizens as 'customers'. This paper explores the implications of such customer orientation efforts for management control based on a field study in a Swedish central government agency. We extend prior research on this topic, informed by critical and institutional theories, with insights from the garbage can literature and focus on a key decision-making process involved in making extant management control practices more customerfocused. Our analysis nuances the predictions of critical scholars, suggesting that customer orientation initiatives will commodify public services and narrow the interests served by public sector organizations. In doing so, we draw attention to how conflicting institutional arrangements fostered a garbage can situation hampering radical change in management control practices. Our garbage can analysis provides a bridge between critical and institutional perspectives by re-instating a focus on decision-making. We show how the intricacies of decision-making may moderate the power embedded in novel management control practices and foster inertia and unintended outcomes. Our analysis also raises important policy implications pertaining to the possibilities of combining customer orientation efforts with rationing of public services.

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“…In present times the business success largely depends on the best available logistic opportunities, so the focus of service provider is on TQM to generate positive impact on a business. The primary purpose of TQM as argued by Quist et al (2007) is to put things on the right track by facilitating managers with mechanism to satisfy customers' needs and prioritising customers' demands in overall strategic processes. Quality performance as Prajogo and Sohal (2006b) argue is the ultimate result of TQM.…”

Section: Hypothesis 1: the Significant Impact Of Tqm On Customer Satimentioning

confidence: 99%

The use of integrated management approaches and their impact on customers' satisfaction and business success

Nuseir

Madanat

2017

IJBEX

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This paper explores the role of total quality management (TQM), total innovation management (TIM), knowledge management (KM), and project management (PM) approaches and their impact to win customer satisfaction and to achieve business success. To achieve this purpose the research: a) investigates if certain management approaches help to win customer satisfaction; b) explores connections between customer satisfaction and business success; c) highlights the close links between TQM, KM, PM and quality innovation management. The findings of the research clearly show the positive outcome of using TQM, TIM, KM and PM as an integrated method to deal with business issues. The research highlights that integrated management approach based on TQM, TIM, KM, and PM increases competitiveness, ability to innovate at a higher rate, and ultimately increased performance, establishes strong relationship between a customer and business organisation.

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The power of quality models: The example of the SIQ model for performance excellence

Cited by 13 publications

References 28 publications

Service marketing control as practice: a case study

Service marketing control as practice: a case study

Customer Orientation and Management Control in the Public Sector: A Garbage Can Analysis

The use of integrated management approaches and their impact on customers' satisfaction and business success

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