Theoretical perspectives in quality management implementation: A literature review

The main objectives of this paper are to review the theoretical perspectives in quality management (QM) implementation and to provide direction for fruitful future research. The four primary organizational theories (resource-based view, knowledge-based view, contingency theory, and institutional theory) are reviewed and analyzed as to how these theories support the implementation of QM approaches. The results of this study provide a broad overview of the literature on QM through the lens of the major theoretical perspectives as well as opportunities for future inquiry of theory-based research in QM approaches.

[1]  W. Powell,et al.  The iron cage revisited institutional isomorphism and collective rationality in organizational fields , 1983 .

[2]  I. Nonaka,et al.  A firm as a knowledge-creating entity: a new perspective on the theory of the firm , 2000 .

[3]  Ashford C. Chea.  Exemplary Models of Firm Innovation: Strategy and Leadership for the Twenty-First Century Competitive Environment , 2009 .

[4]  Lynne G. Zucker,et al.  Institutional Analyses of Organizations: Legitimate but not Institutionalized , 1994 .

[5]  K. R. Conner.  A Historical Comparison of Resource-Based Theory and Five Schools of Thought Within Industrial Organization Economics: Do We Have a New Theory of the Firm? , 1991 .

[6]  T. S. Raghunathan,et al.  A comparative study of quality practices and results in India, China and Mexico , 1997 .

[7]  Thomas Y. Choi,et al.  Simultaneous consideration of TQM and ISO 9000 on performance and motivation: An empirical study of Spanish companies , 2008 .

[8]  T. Laosirihongthong,et al.  A review of theoretical perspectives in lean manufacturing implementation , 2009, 2009 IEEE International Conference on Industrial Engineering and Engineering Management.

[9]  I. Nonaka,et al.  The Concept of “Ba”: Building a Foundation for Knowledge Creation , 1998 .

[10]  J. G. Miller.  Living systems: the organization. , 1972, Behavioral science.

[11]  Glenn Parry,et al.  Joined up lean [lean manufacturing] , 2005 .

[12]  G. Hult,et al.  Bridging organization theory and supply chain management: The case of best value supply chains , 2007 .

[13]  Roger G. Schroeder,et al.  Integrating quality management practices with knowledge creation processes , 2004 .

[14]  Peter Neergaard,et al.  Configurations in quality management , 2002 .

[15]  B. Kogut,et al.  Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology , 1992 .

[16]  G. Zsidisin,et al.  An institutional theory perspective of business continuity planning for purchasing and supply management , 2005 .

[17]  Roger G. Schroeder,et al.  Method and context perspectives on learning and knowledge creation in quality management , 2007 .

[18]  R. Grant.  Toward a Knowledge-Based Theory of the Firm,” Strategic Management Journal (17), pp. , 1996 .

[19]  Tom R. Burns,et al.  The Management of Innovation. , 1963 .

[20]  G. Huber.  The Nature and Design of Post-Industrial Organizations , 1984 .

[21]  Jayanth Jayaram,et al.  Contingency relationships of firm size, TQM duration, unionization, and industry context on TQM implementation - A focus on total effects , 2010 .

[22]  Thomas Y. Choi,et al.  The TQM Paradox: Relations among TQM practices, plant performance, and customer satisfaction , 1998 .

[23]  Hojung Shin,et al.  TQM practice in maquiladora: Antecedents of employee satisfaction and loyalty , 2006 .

[24]  Roger Calantone,et al.  A Contingent View of Quality Management-The Impact of International Competition on Quality , 2000, Decis. Sci..

[25]  I. Nonaka,et al.  The Knowledge Creating Company , 2008 .

[26]  Gabriel Szulanski.  Exploring internal stickiness: Impediments to the transfer of best practice within the firm , 1996 .

[27]  B. Wernerfelt,et al.  A Resource-Based View of the Firm , 1984 .

[28]  Ismail Sila,et al.  Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: An empirical study , 2007 .

[29]  David J. Ketchen,et al.  Toward greater integration of insights from organization theory and supply chain management , 2007 .

[30]  P. Schoemaker,et al.  Strategic assets and organizational rent , 1993 .

[31]  W. Dill,et al.  ORGANIZATIONAL LEARNING: OBSERVATIONS TOWARD A THEORY, , 1965 .

[32]  Martínez Lorente,et al.  Simultaneous Consideration of TQM and ISO 9000 on Performance and Motivation: An Empirical Study of Spanish Companies , 2008 .

[33]  I. Nonaka.  A Dynamic Theory of Organizational Knowledge Creation , 1994 .

[34]  Roger G. Schroeder,et al.  THE ROLE OF INFRASTRUCTURE PRACTICES IN THE EFFECTIVENESS OF JIT PRACTICES: IMPLICATIONS FOR PLANT COMPETITIVENESS , 2003 .

[35]  E. Hansen,et al.  Creating knowledge about adverse drug reactions: a critical analysis of the Danish reporting system from 1968 to 2005. , 2007, Social science & medicine.

[36]  Roger G. Schroeder,et al.  Linking learning and effective process implementation to mass customization capability , 2008 .

[37]  Roderick E. White,et al.  An Organizational Learning Framework : From Intuition to Institution Author ( s ) : , 2007 .

[38]  Fabrizio Salvador,et al.  TQM across multiple countries: Convergence hypothesis versus national specificity arguments , 2005 .

[39]  J. Spender.  Making knowledge the basis of a dynamic theory of the firm , 1996 .