The TQM trajectories in research and development: two Italian cases

Abstract

Total quality management programmes applied to research and development often produce great improvements in productivity because they follow trajectories that are lateral and parallel to the principal thrust which is aimed at client satisfaction. Such improvements are obtained through a better definition of the objectives of research activity, and through organisational overhauls which highlight the contribution to the innovation process made by the marketing, engineering, and production functions, through the adoption of more efficient management systems (programming, control, and management of human resources in particular). These changes are met with strong resistance from researchers and technologists who, during the start‐up phase of such programmes, often refuse to operate in accordance with the internal supplier‐client scheme. Such resistance, which was confirmed by the two Italian case studies presented, can be overcome by the intervention of strong leadership and with the setting up of an intense training programme.

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