The quality movement's three operational paradigms: a text mining venture

Carnerud, Daniel

doi:10.1108/tqm-05-2019-0134

Cited by 7 publications

(13 citation statements)

References 87 publications

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“…Using arguments from management fashion theory has a long tradition in the context of TQM (Carnerud 2019;Collins 2000;David and Strang 2006;Giroux 2006;Mueller and Carter 2005;Staw and Epstein 2000;Thawesaengskulthai and Tannock 2008). Hence, this is not the first study to suggest that management fashion theory has applicability in explaining and understanding the dynamics of the marketplace for TQM.…”

Section: Research Goalsmentioning

confidence: 99%

“…The search for literature can most accurately be described as a snowballing-type procedure (see e.g., Felizardo et al 2016;Wohlin 2014;Wittrock 2016). The search process started by identifying key papers that previously have discussed TQM as a managerial fad, fashion, or trend (Carnerud 2019;Collins 2000;David and Strang 2006;Giroux 2006;Mueller and Carter 2005;Staw and Epstein 2000;Thawesaengskulthai and Tannock 2008). These key papers on TQM were then subject to both backward snowballing (examining the reference lists of the key papers) and forward snowballing (examining more recent work that has cited the key papers).…”

Section: Research Approachmentioning

confidence: 99%

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Have the Reports of TQM’s Death Been Greatly Exaggerated? A Re-Examination of the Concept’s Historical Popularity Trajectory

Madsen

2020

Administrative Sciences

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There is a vast literature on Total Quality Management (TQM), one of the most influential management concepts introduced during the twentieth century. In the TQM literature, there are multiple conflicting views on TQM’s historical popularity trajectory. In the past, commentators have debated whether TQM represents a lasting trend, or instead should be considered a more short-lived management fad or fashion. Since the 1990s, skeptics have speculated about the imminent fall, death, and burial of TQM, and even delivered eulogies. However, others claim that the level of interest has picked back up and that TQM is alive and well. Therefore, this paper attempts to synthesize and reconcile these differing views on the long-term trajectory of TQM and provide an updated picture and status report, taking into account the latest findings and developments in research and practice. The evidence reviewed in this paper suggests that, even though TQM has become much less noticeable in public management discourse compared to the heydays of the 1980s and 1990s, the concept has persisted and even to this day remains widely used by organizations worldwide.

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Section: Research Goalsmentioning

confidence: 99%

Section: Research Approachmentioning

confidence: 99%

Have the Reports of TQM’s Death Been Greatly Exaggerated? A Re-Examination of the Concept’s Historical Popularity Trajectory

Madsen

2020

Administrative Sciences

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“…This has intensified the academic debate and opened new research lines to clarify the theoretical foundations of quality management and to contextualize the findings obtained (van Kemenade and Hardjono, 2019). One of the novel contributions has recently been made by Carnerud (2020), who suggests that there are three complementary paradigms that must be mixed, according to the organisational environment, in order to reach the organisational objectives. First, the "backend quality" paradigm is focused on the manner of integrating total quality management (TQM) into the organisational culture, the human resources and the values.…”

Section: Introductionmentioning

confidence: 99%

TQM factors and organisational results in the EFQM excellence model framework: an explanatory and predictive analysis

Calvo‐Mora

Blanco‐Oliver

Roldán

et al. 2020

IMDS

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PurposeWithin the framework of Total Quality Management (TQM) and the EFQM Excellence Model (EEM), the main objective of this paper is to develop a causal-predictive analysis of the relationships between soft and strategic-hard EFQM factors and the organisational results (customers, people, society and key results).Design/methodology/approachFrom a causal-predictive perspective, four EEM models, designed for each organisational result, are compared applying partial least squares structural equation modelling (PLS-SEM) and using a sample with 225 Spanish organisations.FindingsThe results confirm that soft and strategic-hard EFQM factors constitute a socio-technical system in which there are multiple direct and indirect relationships, between these factors and the results. Finally, the predictive nature of the proposed models is confirmed, highlighting the predictive performance of the people results model.Practical implicationsThe results can lead to an improvement in organisational performance, as the developed models enable managers to anticipate the effects of their management decisions on those results concerning customers, people, society and key business results.Originality/valueFirst, a novel way of grouping TQM enabler factors has been proposed within the EEM framework. Second, four research models have been generated, which allow carrying out an in-depth study of the direct and indirect relationships, between soft and strategic-hard EFQM factors and result variables. Finally, this contribution has applied the most updated techniques in order to assess the prediction performance of the four research models posited.

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“…Organizations have also used programs and models of quality to get excellent results. Among them, the most important are TQM, Six Sigma and the European Foundation of Quality Management (EFQM) Excellence Model (EFQM Model or EEM) (Sciarelli et al , 2020; Carnerud, 2020). The EFQM model provides competitive advantage to organizations and provides a way to measure results.…”

Section: Introductionmentioning

confidence: 99%

Effects of the organizational culture and knowledge exploration and exploitation on results in the EFQM model framework

Espín

Jiménez

Costa

2022

JKM

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Purpose This paper aims to adopt Cameron and Quinn’s analysis of organizational culture and March’s learning framework to analyze the type of organizational culture (OC) that promotes learning competences and whether exploration and exploitation competences (ambidexterity) improve the European Foundation of Quality Management (EFQM) results (excellent results). In addition, this research tests if these competences exercise a mediating effect in the relationship between OC and performance. Design/methodology/approach A model is proposed whose relationships have been tested using structural equations. The sample was obtained from the SABI database. Two hundred valid questionnaires were returned via a webpage, in which four managers from each of the 200 organizations responded. Findings The results support the proposed relationships. Adhocracy, hierarchy and market culture have a positive relationship with excellent results. A hierarchical culture develops exploitation competences, and a market culture develops learning ambidexterity. Moreover, exploration and exploitation increase results. Finally, these two cultures indirectly influence results through exploration and exploitation competences. Research limitations/implications The proposed model can help managers who implement the EFQM model to better understand how the culture of their organization promotes learning and how these two variables improve their performance. Practical implications Because the EFQM model requires organizations to use a knowledge management system to enhance the effect of the enabliers criteria on excellent results, the managers of these companies must know that only market and hierarchy cultures are suitable for it. Besides, this study highlights the importance of two cultural values for the implementation of the EFQM Model and, therefore, to promote excellent results: market orientation and process control. Originality/value This study fills an existing gap in the literature by combining exploitation, exploration, OC and EFQM results in a single model and highlights the importance of market orientation and process control for excellent results and knowledge exploration and exploitation.

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The quality movement's three operational paradigms: a text mining venture

Cited by 7 publications

References 87 publications

Have the Reports of TQM’s Death Been Greatly Exaggerated? A Re-Examination of the Concept’s Historical Popularity Trajectory

Have the Reports of TQM’s Death Been Greatly Exaggerated? A Re-Examination of the Concept’s Historical Popularity Trajectory

TQM factors and organisational results in the EFQM excellence model framework: an explanatory and predictive analysis

Effects of the organizational culture and knowledge exploration and exploitation on results in the EFQM model framework

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