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dc.contributor.authorYong, J
dc.contributor.authorWilkinson, A
dc.date.accessioned2017-05-03T15:09:39Z
dc.date.available2017-05-03T15:09:39Z
dc.date.issued1999
dc.date.modified2008-02-14T08:20:37Z
dc.identifier.issn0958-5192
dc.identifier.urihttp://hdl.handle.net/10072/16794
dc.description.abstractAs quality is seen as becoming a competitive mandate, many organizations are said to be embracing the practice of total quality management (TQM) as an improvement strategy. In this paper, we will be examining the extent to which quality management (QM) ᠔QM in particular ᠨas been adopted by organizations. Just as there are companies that claim that QM is benefiting them, the concept is also increasingly being criticized for not bringing about the promised results, and in the following review, studies that have highlighted this disparity in opinions will be reviewed. Increasingly, doubts have been raised as to whether partial quality management ᠡnd not TQM ᠩs being practised in organizations. This paper will also examine the difficulties companies may be faced with in their attempts to embrace TQM.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherRoutledge
dc.publisher.placeUnited Kingdom
dc.relation.ispartofpagefrom137
dc.relation.ispartofpageto161
dc.relation.ispartofissue1
dc.relation.ispartofjournalInternational Journal of Human Resource Management
dc.relation.ispartofvolume10
dc.subject.fieldofresearchMarketing
dc.subject.fieldofresearchPolicy and administration
dc.subject.fieldofresearchcode3506
dc.subject.fieldofresearchcode4407
dc.titleThe State of Total Quality Management: a review
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.date.issued1999
gro.hasfulltextNo Full Text
gro.griffith.authorWilkinson, Adrian J.


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