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Titolo:
An innovation diffusion model of TQM implementation
Autore:
Ahire, SL; Ravichandran, T;
Indirizzi:
Univ Dayton, Dept MIS & Decis Sci, Dayton, OH 45469 USA Univ Dayton Dayton OH USA 45469 ept MIS & Decis Sci, Dayton, OH 45469 USA Rensselaer Polytech Inst, Lally Sch Management & Technol, Troy, NY 12180 USA Rensselaer Polytech Inst Troy NY USA 12180 & Technol, Troy, NY 12180 USA
Titolo Testata:
IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT
fascicolo: 4, volume: 48, anno: 2001,
pagine: 445 - 464
SICI:
0018-9391(200111)48:4<445:AIDMOT>2.0.ZU;2-7
Fonte:
ISI
Lingua:
ENG
Soggetto:
TOTAL QUALITY MANAGEMENT; STRUCTURAL EQUATION MODELS; ORGANIZATIONAL INNOVATION; COMPETITIVE ADVANTAGE; CONSTRUCT-VALIDITY; UNITED-STATES; PERFORMANCE; ADOPTION; DESIGN; IMPROVEMENT;
Keywords:
innovation adoption; theory development; total quality management (TQM);
Tipo documento:
Review
Natura:
Periodico
Settore Disciplinare:
Social & Behavioral Sciences
Engineering, Computing & Technology
--discip_BC--
Citazioni:
138
Recensione:
Indirizzi per estratti:
Indirizzo: Ahire, SL Univ Dayton, Dept MIS & Decis Sci, Dayton, OH 45469 USA Univ Dayton Dayton OH USA 45469 Decis Sci, Dayton, OH 45469 USA
Citazione:
S.L. Ahire e T. Ravichandran, "An innovation diffusion model of TQM implementation", IEEE MANAGE, 48(4), 2001, pp. 445-464

Abstract

Researchers and practitioners have acknowledged the need to understand causal relationships among various elements of total quality management (TQM). In this paper, we model TQM as an organizational innovation. Using the innovation diffusion perspective from the information systems and organizational innovation literature, we theorize that TQM implementation translates top management's quality intent into plant-level operational performance through a four-stage process of adoption, adaptation, acceptance, and use. The top management adopts the TQM philosophy in the first stage. This commitment influences the adaptation of the organizational members' ability and attitude to the new quality management philosophy. In the acceptance stage, theorganizational members demonstrate acceptance of the new quality focus through cooperative teamwork, relationships with suppliers, and quality-related learning. The diffusion of the new philosophy is confirmed through routinization of core quality improvement through effective design, tracking, assurance, and improvement of quality. The four-stage transformation process leads to plant-level measures of product and process quality. We tested thisframework on a sample of 407 plants in the automobile parts suppliers industry and found good support for the model. Our results suggest that firms should ensure appropriate technical and behavioral preparation of employees and suppliers before and concurrent to actual TQM implementation. Furthermore, the results also suggest that firms should implement TQM in an integrated fashion covering all sociotechnical elements detailed in our framework. Implications of these findings for TQM practice and research are discussed.

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Documento generato il 05/04/20 alle ore 06:56:07