Sectoral differences in total quality management implementation: The influence of management mind-set

Abstract

This paper provides analysis of responses from 682 senior executives which highlights the differences in their attitudes to and perceptions of total quality management (TQM). It is argued that successful implementation of TQM depends as much on the mind-set of senior managers as it does upon either their behaviours or the organizational context in which these behaviours are exercised. Building upon factors identified during previous investigation of a different set of TQM practising organizations, the paper explores five aspects of this mind-set, namely awareness and understanding of TQM, intentions to improve organizational performance, strategic orientation and knowledge of customer satisfaction levels. Based upon two hypotheses, that sectoral differences may be present, associated with the dominance of manufacturing sectors in TQM and the influence of export orientation, these five aspects are analyzed sectorally. The results support both these hypotheses, showing both a manufacturing dominance and poorer performance among sectors with a lack of export orientation. The study was conducted to broaden the knowledge base about success factors for TQM implementation, which often mention the importance of management commitment but stop short of expanding much on its practical realization. The paper outlines a methodology for exploring these issues and provides the basis for a complementary study of managerial behaviours in the three areas of actual practices of TQM implementation, organizational improvement and customer satisfaction measurement. The paper not only provides policy guidance on the targeting of support for increased competitiveness, but also offers a framework for use in regions with a different sectoral infrastructure. Moreover, the results have particular significance for policy-makers, especially in peripheral European regions.

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