A Framework for Organizational Quality Culture

Abstract

This paper introduces a framework for organizational quality culture, which is needed because of the lack of success associated with various types of quality initiatives and their confusing relationship with effectiveness. Despite the fact that quality has received a great deal of attention in the organizational studies literature, lack of clarity is still typical of the concept. Multiple definitions of quality are prevalent, lack of agreement exists regarding key dimensions, and the relationship between quality and organizational performance remains ambiguous (Ernst and Young, and the American Quality Foundation 1992; Fuchs 1996; Grandzol and Gershon 1997).

This paper identifies a framework for organizational quality culture, and examines the framework's legitimacy with empirical analyses. It represents how people define and reflect quality through their actions, decisions, and attitudes. The key objective is to make the concept of quality culture accessible to organizational scholars and to those charged with managing or enhancing organizational quality.

• creative quality
• customer focus
• effectiveness
• error detection and prevention
• quality emphasis
• TQM

Additional information

Notes on contributors

Kim Cameron

Kim Cameron is dean and the Albert J. Weatherhead III Professor of Management at the Weatherhead School of Management at Case Western University. In addition to quality, he is currently conducting investigations of human virtues, such as forgiveness, in organizational settings.

Cameron earned a Ph.D. in administrative science from Yale University. He may be contacted as follows: Weatherhead School of Management, Case Western Reserve University, Cleveland, OH 44106; Telephone: [phone]; Fax: [phone]; E-mail: [email protected].

Wesley Sine

Wesley Sine is a doctoral candidate at the School of Industrial and Labor Relations at Cornell University. In addition to studies in quality, he is investigating deregulation in utilities and the creation of new organizational forms.

Sine earned two master's degrees, in organizational behavior and in international studies, from Brigham Young University. He may be contacted as follows: School of Industrial and Labor Relations, Cornell University, Ithaca, NY 14853; Telephone: [phone]; Fax: [phone]; E-mail: [email protected].