It is generally agreed that the culture of an organization is a function of its values, beliefs and behavioural practices and that the influence of culture on an organization is powerful and pervasive. There is also broad agreement that total quality management (TQM) is a management paradigm that propagates certain values, behaviour and working methods. Moreover, that the successful introduction and practice of a total quality management approach requires close attention to, and more often than not, modification of, organizational culture. Yet, culture is somewhat intangible, and regardless of the precise cultural aspirations, in order to change or maintain the desired culture an organization needs a set of facilitating channels. These are mechanisms or necessary conditions that influence, mould and help sustain a desirable cultural orientation. This paper examines the channels that facilitate the development of a total quality culture based on the findings of an investigation of an international sample of organizations widely regarded as leading exponents of TQM.
Stored only when both papers are in the corpus — 66 citations exist upstream.
Imported from OpenAlex (CC0) — nothing here is generated.