Implementing a quality management framework in a higher education organisation

Abstract

Purpose This paper aims to report and analyse the lessons learned from a case study on the implementation of a quality management system within an IT Division in a higher education (HE) organisation. Design/methodology/approach The paper is based on a review of the relevant literatures and the use of primary sources such as document analysis, participant observation and interviews to develop a case study that describes and evaluates the implementation process. Findings The case study identifies four factors central to the effective implementation of the quality management system within a Division of a HE institution: senior leadership and sponsorship; stakeholder engagement; the management of culture change; and implementing quality processes. Practical implications The case study reveals that the implementation of quality management systems requires sustained effort, continuous leadership, and the long term commitment of resources and systematic auditing of performance and is best done on an incremental basis. Originality/value The paper is based on a single organisation case study, and utilises a variety of data collection methods to generate findings. The study findings illustrate that HE institutions may achieve greater success in implementing quality management systems if they focus on a particular division rather than an organisation‐wide approach.

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