Does the Rationale for Implementing Quality Management Practices Matter?

Abstract

Over the years organizations have implemented different types of quality management practices for various reasons. Some organizations implement quality practices as a foundation to achieve strategic goals; others implement quality practices to satisfy industry expectations and other social pressures. This research investigates the social and rational perspectives for implementing quality practices. It considers the type of quality management practices organizations implement based on the logic for implementation. From the social perspective, organizations implement the type of quality practices that will be viewed as legitimate to other firms in their industry or country. From a rational perspective, organizations implement the type of quality practices that align with their strategic goals. Based on a sample of 238 manufacturing plants, the analysis supports the rational perspective, but also shows some evidence of social influences. Further analysis shows that although both these perspectives influence the implementation of quality practices, only practices driven by the rational perspective contribute to performance.

• exploitation
• exploration
• quality management
• rational view
• social view

Additional information

Notes on contributors

Dongli Zhang

Dongli Zhang is an assistant professor in the Management Systems Department at Fordham University, New York. She received her doctorate in the Operations and Management Science Department from the Carlson School of Management, University of Minnesota, in 2009. Her research focuses on quality management, process improvement, supply chain management, and culture. She has published in the Production and Operations Management, Journal of Operations Management, Decision Sciences, and several other major academic journals. Zhang can be reached by email at [email protected].

Kevin Linderman

Kevin Linderman is a professor at the Carlson School of Management at the University of Minnesota. He has a bachelor's degree in mathematics and philosophy from Minnesota State University, master's degree in mathematics from Miami University, and master's degree and doctorate in operations research and operations management from Case Western Reserve University. His publications have appeared in Decision Science, Management Science, Journal of Operations Management, Production and Operations Management, European Journal of Operations Research, IIE Transactions, and Journal of Quality Technology. His research interests include process management and improvement, quality management, Six Sigma, knowledge management, innovation, and operations management theory.

Roger G. Schroeder

Roger G. Schroeder is the Carlson Chair in Operations Management Emeritus at the Carlson School of Management, University of Minnesota. He is also a professor at Tilburg University in the Netherlands. He received his doctorate from Northwestern University and has publications in major academic journals including Management Science, Journal of Operations Management, Academy of Management Journal, and Production and Operations Management. He is a fellow of the Decision Sciences Institute and of the Production and Operations Management Society. He received the Lifetime Scholarship Achievement Award from the Academy of Management, Operations Management Division, and a Career Research Award from the Carlson School of Management. He has been inducted into the University of Minnesota Academy of Distinguished Teachers and received a lifetime research award from the Carlson School of Management.