Soltani, Ebrahim and Lai, Pei-Chun and Phillips, Paul A. (2008) An Empirical Investigation of Management Understanding of Process Control: The Case of Quality Driven Organisations. New Technology, Work & Employment, 23 (1-2). pp. 125-142. ISSN 0268-1072. (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided)
By drawing on multi-case data, there is some evidence to suggest that total quality management (TQM) effectiveness can be viewed as a direct function of the controlling mechanisms that senior managers created prior to TQM implementation. More importantly, control tools of TQM were not used by non-managerial employees, with which they could reduce variability or achieve uniformity; rather, they were regarded as a weapon used by their managers against them.
|Subjects:||H Social Sciences > H Social Sciences (General)|
|Divisions:||Faculties > Social Sciences > Kent Business School > Management Science|
|Depositing User:||J. Ziya|
|Date Deposited:||23 Sep 2010 15:12|
|Last Modified:||03 Jun 2014 14:16|
|Resource URI:||https://kar.kent.ac.uk/id/eprint/25541 (The current URI for this page, for reference purposes)|