The Strategic Dynamics of Total Quality Management: A Grounded Theory Research Study

Abstract

The aim of this article is to describe the development of total quality management (TQM) models using a grounded theory research methodology where a key part of the methodology is a longitudinal study. The models seek to capture the development of quality within organizations over time and thus to contribute a dynamic perspective.

Much of existing literature on longitudinal TQM development in organizations is anecdotal and descriptive, without any obvious theoretical base. This article seeks to help fill the void by examining organizational practice with the view to develop underpinning theoretical models through grounded theory research.

The article describes five models, which can be combined to describe the effective development of TQM within an organization. The models include TQM environment, TQM life cycle, the key points of TQM application, the strategic application of TQM, and the strategic application of the business excellence model (BEM). The case study is used to illustrate the application of the models in a dynamic situation.

• dynamics
• grounded theory
• operations
• strategy
• TQM models

Additional information

Notes on contributors

Denis Leonard

Denis Leonard is a lecturer at the University of Wisconsin, Madison. He has researched extensively in the areas of strategy and total quality management. Leonard has published a number of papers in leading journals and conferences. While at the University of Ulster he helped establish a number of organization/university partnerships in the areas of strategy and total quality management.

Rodney Mcadam

Rodney McAdam is a senior lecturer and director of MBA programs at the School of Management, University of Ulster. He has published many articles in the areas of strategic quality management, organizational change management, business improvement, and knowledge management. He is a regular conference speaker at international conferences. McAdam currently supervises four doctorate students in the area of strategic organizational change management. He has extensive consulting experience in leading public and private-sector organizations throughout the United Kingdom in applying strategy and change within organizations. Before joining the university he worked in the aerospace industry. McAdam can be reached by e-mail at [email protected].