An innovation diffusion model of TQM implementation

Researchers and practitioners have acknowledged the need to understand causal relationships among various elements of total quality management (TQM). In this paper, the authors model TQM as an organizational innovation. Using the innovation diffusion perspective from the information systems and organizational innovation literature, they theorize that TQM implementation translates top management's quality intent into plant-level operational performance through a four-stage process of adoption, adaptation, acceptance, and use. The top management adopts the TQM philosophy in the first stage. This commitment influences the adaptation of the organizational members' ability and attitude to the new quality management philosophy. In the acceptance stage, the organizational members demonstrate acceptance of the new quality focus through cooperative teamwork, relationships with suppliers, and quality-related learning. The diffusion of the new philosophy is confirmed through routinization of core quality improvement through effective design, tracking, assurance, and improvement of quality. The four-stage transformation process leads to plant-level measures of product and process quality. The authors tested this framework on a sample of 407 plants in the automobile parts suppliers industry and found good support for the model. Their results suggest that firms should ensure appropriate technical and behavioral preparation of employees and suppliers before and concurrent to actual TQM implementation. Furthermore, the results also suggest that firms should implement TQM in an integrated fashion covering all sociotechnical elements detailed in their framework. Implications of these findings for TQM practice and research are discussed.

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