Establishing mutual dependence between TQM and the learning organization: a multiple case study analysis

Milé Terziovski · Andrea Howel · Amrik Singh Sohal · Michael C. Morrison

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Organizational Learning and Leadership Quality and Supply Management Management Systems and Quality Improvement

Abstract

Reports on a theoretical framework based on Senge’s principles and the Malcolm Baldrige National Quality Award (MBNQA) criteria. Qualitative data were gathered from five Australian companies that had established practices in the TQM field. Multiple cross‐case content analysis was undertaken to evaluate the proposition that “TQM and the Learning Organization are mutually dependent”. Our major finding is that TQM principles and concepts underpin the evolution of the learning organization. The implication is that managers that are involved in TQM do not need a new mindset or paradigm called “learning organization”. Organizations need to recognise that their continuous improvement activities as part of the TQM philosophy have created their “learning organization”.

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1991The fifth discipline, the art and practice of the learning organization 1998The Knowledge-Creating Company 1997Organizational Learning: A Theory of Action Perspective 1982Out of the Crisis 1986Measurement of Business Performance in Strategy Research: A Comparison of Approaches 1995Building the Learning Organization 1993Building a learning organization.1986Measurement of Business Performance in Strategy Research: A Comparison of Approaches

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