Publication: Organizational culture for total quality management
Authors
Gimenez Espin, J. A. ; Martinez Costa, M. ; Jiménez-Jiménez, Daniel
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Publisher
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DOI
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info:eu-repo/semantics/article
Description
© 2012 Taylor & Francis. This document is made available under the CC-BY-NC 4.0 license http://creativecommons.org/licenses/by-nc/4.0/
This document is the Accepted version of a Published Work that appeared in final form in Total Quality Management & Business Excellenc. To access the final edited and published work see http://dx.doi.org/10.1080/14783363.2012.707409
Abstract
This study aimed to find empirical evidence about the organisational culture that fits
best with a total quality management (TQM) system. Based on the classification
developed by Cameron and Quinn (1999), we propose an alternative type of culture:
the ‘mixed culture’ or ‘culture for quality’, which would be between adhocratic and
clan cultures. It would have a double orientation – external and internal – and it
would promote flexibility. The results of an empirical study of 451 companies were
analysed using hierarchical linear regression methodology. The measurement of
constructs used in this research was based on a review of the literature. Empirical
evidence was found for the positive impact of adhocratic culture on TQM. Contrary
to expectations, the clan culture has no significant effect on TQM. In addition, the
mixed culture or ‘culture for quality’ is the most appropriate for a TQM system. The
expected effect of control-oriented cultures was also found. In this case, both the
market culture and the hierarchical culture have a negative effect on the quality
management system. Finally, it was found that TQM has a significant positive effect
on business performance. This effect is consistent with the literature reviewed.
Consequently, managers must know the rules, values and customs that actually exist
in their organisations as well as those that are more consistent with quality
management. Companies with a quality orientation should promote the values and
beliefs of the clan and adhocracy cultures.
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Citation
Total Quality Management & Business Excellence, 24:5-6, 678-692
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