The rise and decline of TQM in the NHS

Culture driven regeneration (CDR): a conceptual business improvement tool

Purpose

The purpose of this paper is to present the research carried out on a conceptual approach in business improvement termed as culture driven regeneration (CDR). The research positions CDR as business improvement tool that leverages organizational learning, organization culture and corporate knowledge in implementing changes. The CDR concept is positioned half way between business process re-engineering (BPR) that thrives on radical design and process changes, and total quality management (TQM) that takes the slow and incremental approach to improvement. CDR regenerates the processes in the journey to business improvement.

Design/methodology/approach

A structured and a comprehensive literature review were carried out on BPR and TQM in the context of leadership, organization learning, organizational learning and corporate knowledge. The review confirmed that TQM and BPR are connected to the four areas. This connection led to the conceptualization that organizations deploy culture and corporate knowledge to drive business improvement. Organization culture and knowledge was quantified based on previous research in this area and methods applied in other research studies relating to benchmarking. There are no empirical analyses included in this paper, however knowledge and culture were given scores in illustrating the CDR concept.

Findings

This conceptual paper has pointed out that organization culture, knowledge, organizational learning and leadership are important components of a business improvement tool such as BPR and TQM. The CDR concept leverages those components and draws on the organization’s corporate culture to enable change.

Research limitations/implications

Additional empirical studies are required on various types of industries, organization cultures, organization structures and professions to establish more robust scores for knowledge and culture applied in the CDR concept. The concept could be further expanded into a framework that could be applied across a number of industries.

Originality/value

The CDR concept is a business improvement tool that enables organizations to leverage their existing culture in driving change. The concept is built up on the existing relationship BPR and TQM has with organization learning, organization culture, corporate knowledge and the quantification of culture and knowledge.

After 20 years, what has remained of TQM?

Purpose

– Many Brazilian organizations have adopted total quality management (TQM). However, this model has lost prominence in academic and business environments. The purpose of this paper is to determine which aspects of TQM have endured over 20 years.

Design/methodology/approach

– With descriptive and exploratory objectives, this study used case studies of four companies that have adopted TQM, using temporal and comparative approaches in Brazil. The analysis explores the transcendence of disseminated aspects of TQM.

Findings

– The results revealed 19 percent disuse of TQM practices, 28 percent disuse of TQM tools and 57 percent disuse of TQM methodologies. However, the principles of TQM showed an average use of 96 percent, i.e. the predominant management philosophy remains part of the organizational environment of the companies. Although many practices, tools and methodologies are not described or named in the same way, their essence remains preserved and other practices, tools and methodologies have been incorporated into the automated systems of the companies.

Research limitations/implications

– Simple statistical tools are used as we use an exploratory and qualitative approach (with just four samples), making generalizations impossible. For future research the authors suggest a more quantitative approach using more complex statistical tools.

Originality/value

– The originality is demonstrated by the investigation of the cases of disuse, which contradicts most studies that analyze success stories. This paper aims to contribute to the understanding of how certain aspects of the models or “fads” survive or disappear over time.