Organizational culture for total quality management

Gimenez Espin, J. A.; Martinez Costa, M.; Jiménez-Jiménez, Daniel

Publication:
Organizational culture for total quality management

dc.contributor.author	Gimenez Espin, J. A.
dc.contributor.author	Martinez Costa, M.
dc.contributor.author	Jiménez-Jiménez, Daniel
dc.contributor.department	Economía Financiera y Contabilidad
dc.date.accessioned	2023-12-06T23:10:45Z
dc.date.available	2023-12-06T23:10:45Z
dc.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
dc.description.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.
dc.format	application/pdf	es_ES
dc.format.extent	16
dc.identifier.citation	Total Quality Management & Business Excellence, 24:5-6, 678-692
dc.identifier.issn	0954-4127
dc.identifier.uri	http://hdl.handle.net/10201/136443
dc.language	eng	es_ES
dc.relation.isreferencedby	ED_IDENTRADA=1249
dc.rights	info:eu-repo/semantics/openAccess	*
dc.rights	Atribución-NoComercial 4.0 Internacional	*
dc.rights.uri	http://creativecommons.org/licenses/by-nc/4.0/	*
dc.subject	Organizational culture	es_ES
dc.subject	Quality management	es_ES
dc.subject	Postal survey	es_ES
dc.title	Organizational culture for total quality management	es_ES
dc.type	info:eu-repo/semantics/article	es_ES
dspace.entity.type	Publication	es
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