Skip to main content

What sparks quality-driven change programmes in not-for-profit service sector? Some evidence from the voluntary sector.

Ying-Ying, Liao, Soltani, Ebrahim, Yeow, Pamela (2013) What sparks quality-driven change programmes in not-for-profit service sector? Some evidence from the voluntary sector. Total Quality Management and Business Excellence, 25 (11-12). pp. 1295-1317. ISSN 1478-3363. E-ISSN 1478-3371. (doi:10.1080/14783363.2013.850887) (Access to this publication is currently restricted. You may be able to access a copy if URLs are provided) (KAR id:46629)

This is the latest version of this item.

PDF (Restricted - author cannot archive publisher's version/PDF)
Language: English

Restricted to Repository staff only
Contact us about this Publication
[thumbnail of Restricted - author cannot archive publisher's version/PDF]
Official URL


Despite the massive amount of attention paid to quality management in privately owned manufacturing and services firms and publicly owned organisations, few scholars have attempted to examine the application and outcomes of various quality-driven change initiatives in the context of voluntary sector organisations. This paper reports on the application of quality management programmes in terms of logic of adoption, implementation decisions and the resultant performance outcomes in a sample of voluntary sector organisations. Using a multiple case study design of three firms, the findings largely support the view that initiating quality-oriented change programmes poses a unique challenge to the management on two fronts: first, management logic and understanding for adopting quality initiatives, and the ability of the management to appreciate the synergetic relationship between efficiency gains and legitimacy concerns so that a continuous learning environment will follow. Drawing on insights from institutional theory literature, we shed light on the complexities inherent in the sector that necessitate a reappraisal of the logic of quality initiatives adoption, which in turn create a dilemma and indeed build resistance for the management to embody an unconditional commitment to the strategic importance of quality. The paper concludes with several working propositions and discusses the practical implications of the findings.

Item Type: Article
DOI/Identification number: 10.1080/14783363.2013.850887
Uncontrolled keywords: quality management, voluntary sector, case study, UK
Subjects: H Social Sciences > HF Commerce > HF5351 Business
Divisions: Divisions > Kent Business School - Division > Kent Business School (do not use)
Depositing User: P.M.N. Yeow
Date Deposited: 12 Jan 2015 17:04 UTC
Last Modified: 16 Feb 2021 13:22 UTC
Resource URI: (The current URI for this page, for reference purposes)

Available versions of this item

  • Depositors only (login required):


Downloads per month over past year