Abstract
We propose a model which helps explicate some of the reasons why TQM initiatives succeed or fail. Differences between a perceived organizational state and a desired organizational state motivate change and drive the selection of a change strategy. Differences between the perceived and expected effects due to chosen quality actions further motivate, or demotivate the desire for change and alter an individual's notion of TQM. The model has both explanatory as well as prescriptive use.
Original language | English (US) |
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Title of host publication | Industrial Engineering Research - Conference Proceedings |
Place of Publication | Norcross, GA, United States |
Publisher | IIE |
Pages | 463-472 |
Number of pages | 10 |
State | Published - 1995 |
Externally published | Yes |
Event | Proceedings of the 1995 4th Industrial Engineering Research Conference - Nashville, TN, USA Duration: May 24 1995 → May 25 1995 |
Other
Other | Proceedings of the 1995 4th Industrial Engineering Research Conference |
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City | Nashville, TN, USA |
Period | 5/24/95 → 5/25/95 |
ASJC Scopus subject areas
- Industrial and Manufacturing Engineering