A review and classification of total quality management research in Australia and an agenda for future research

Over the last decade, Australian organisations have embraced total quality management (TQM) as an effective management philosophy. However, a recent report indicated that there is little evidence of leading Australian researchers working on quality and related areas. Moreover, the perception is that whatever research has been done, it is fragmented and at a low level. In the light of this we conducted an extensive literature search on TQM materials. Our purpose was to provide a systematic analysis of the TQM articles published by the Australian researchers or in the context of Australian organisations. Our analysis led us to conclude that the research has been unbalanced, focusing mainly on case studies and empirical research. Further research is necessary to develop conceptual underpinning and analytical models based on large empirical studies.

[1]  Jayant V. Saraph,et al.  An Instrument for Measuring the Critical Factors of Quality Management , 1989 .

[2]  John S. Oakland,et al.  Total Quality Management: Text with Cases , 1995 .

[3]  G. Day The Capabilities of Market-Driven Organizations , 1994 .

[4]  Amrik S. Sohal,et al.  Individual Involvement and Intervention in Quality Improvement Programmes: Using the Andon System , 1991 .

[5]  Patrick Dawson,et al.  Quality Management: The Theory and Practice of Implementing Change , 1995 .

[6]  Patrick Dawson Implementing quality management: Some general lessons on managing change , 1995 .

[7]  Shams‐ur Rahman,et al.  Product development stages and associated quality management approaches , 1995 .

[8]  Mile Terziovski,et al.  The Impact of ISO 9000 Certification on Customer Satisfaction , 1995 .

[9]  Patrick Dawson,et al.  Total Quality Management in the Australian Banking Industry , 1991 .

[10]  Tom Fisher,et al.  An application of the Deming philosophy in an Australian Company , 1992 .

[11]  T. C. Powell Total Quality Management as Competitive Advantage , 1995 .

[12]  Roger G. Schroeder,et al.  A FRAMEWORK FOR QUALITY MANAGEMENT RESEARCH AND AN ASSOCIATED MEASUREMENT INSTRUMENT , 1994 .

[13]  Tom Fisher The View from the Top: Chief Executives' Perceptions of Total Quality Management , 1993 .

[14]  Alan Brown Industrial experience with total quality management , 1992 .

[15]  Thomas Y. Choi,et al.  Top managers and TQM success: One more look after all these years , 1997 .

[16]  I. Saunders,et al.  Total Quality Management and Human Resource Management: Comparisons and Contrasts , 1992 .

[17]  M. Terziovski,et al.  The Business Value of Quality Management Systems Certification , 1997 .

[18]  Amrik S. Sohal,et al.  Total Quality Control in an Asian Division of a Multinational Corporation , 1989 .

[19]  Kevin Burgess,et al.  Total Quality Management as a Cultural Intervention: An Empirical Study , 1993 .

[20]  Mike Walker,et al.  TQM in Tertiary Education , 1991 .

[21]  Steven John Mackowski,et al.  A Question of Understanding , 1994 .

[22]  Amrik S. Sohal,et al.  The quest for quality at Safeway Australia , 1995 .

[23]  L. J. Porter,et al.  Identification of the Critical Factors of TQM , 1996 .

[24]  W. D. Ferme Design for quality , 1995, Proceedings for Operating Research and the Management Sciences.

[25]  Amrik S. Sohal,et al.  Implementation of TQM in an Australian Manufacturing Company , 1991 .

[26]  Robert C. Hill When the going gets rough: A Baldrige Award winner on the line , 1993 .

[27]  M. Terziovski,et al.  The relationship between total quality management practices and operational performance , 1999 .

[28]  A. Sohal,et al.  Quality management practices in Australian industry , 1992 .

[29]  Sanjay L. Ahire,et al.  Development and Validation of TQM Implementation Constructs , 1996 .

[30]  Nirwan Idrus,et al.  Employee Participation in TQC: The Effect of Job Levels on Participation and Job Satisfaction , 1991 .

[31]  Ross L Chapman,et al.  TQM in Continuous‐process Manufacturing: Dow‐Corning (Australia) Pty Ltd , 1991 .