Model for TQM success and failure

Kevin Dooley, Richard F. Flor

Research output: Chapter in Book/Report/Conference proceedingConference contribution

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 languageEnglish (US)
Title of host publicationIndustrial Engineering Research - Conference Proceedings
Place of PublicationNorcross, GA, United States
PublisherIIE
Pages463-472
Number of pages10
StatePublished - 1995
Externally publishedYes
EventProceedings of the 1995 4th Industrial Engineering Research Conference - Nashville, TN, USA
Duration: May 24 1995May 25 1995

Other

OtherProceedings of the 1995 4th Industrial Engineering Research Conference
CityNashville, TN, USA
Period5/24/955/25/95

ASJC Scopus subject areas

  • Industrial and Manufacturing Engineering

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  • Cite this

    Dooley, K., & Flor, R. F. (1995). Model for TQM success and failure. In Industrial Engineering Research - Conference Proceedings (pp. 463-472). IIE.