تناقض سازمانی و نوآوری کنترل مدیریت: مطالعه زمینه شیوه های مدیریت کیفیت جامع در یک شرکت مخابراتی خصوصی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|4318||2010||14 صفحه PDF||سفارش دهید||10340 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Management Accounting Research, Volume 21, Issue 4, December 2010, Pages 251–264
The purpose of this paper is to theorise the changes surrounding the introduction of a management control innovation, total quality management (TQM) techniques, within Telecom Fiji Limited. Using institutional theory and drawing on empirical evidence from multiple sources including interviews, discussions and documents, the paper explicates the institutionalization of these TQM practices. The focus of the paper is the micro-processes and practice changes around TQM implementation, rather than the influence of the macro-level structures that are often linked with institutional theory. The change agents used Quality Action Teams and the National Quality Council to introduce new TQM routines. The present study extends the scope of institutional analysis by explaining how institutional contradictions impact to create and make space for institutional entrepreneurs, who in turn, modify existing routines or introduce new routines in fluid organizational environments which also exhibit evidence of resistance.
The advent and implementation of total quality management (TQM) practices have attracted the attention of institutional theory researchers since their introduction in the mid 20th century (Westphal et al., 1997, Zbaracki, 1998, Hoque and Alam, 1999, Sharma and Hoque, 2002, Modell et al., 2007 and Modell, 2009). Some writers have argued that, as well as the higher technical efficiency that TQM practices may provide, organizations implement TQM practice to become isomorphic with other organizations in their environment (Zbaracki, 1998, Hoque and Alam, 1999 and Sharma and Hoque, 2002). The introduction of TQM routines within the organization has been identified as being part of a broader process to enact and add legitimacy to management control systems (MCS) changes within organizations (Chenhall, 2003 and Sim and Killough, 1998).2 The focus of this paper is on analyzing the changes surrounding the implementation of TQM practices which are part of broader control practices within Telecom Fiji Limited (TFL). Certain management control practices are conducive to the realization of TQM. The development of an organizational culture conducive to cross-functional cooperation and process-oriented management necessitates lateral rather than hierarchical oriented control practices (Chenhall, 2008). Popular conceptualization of TQM practices emphasises the need for mechanisms supporting lateral control such as empowerment of managers with cross-functional process responsibilities, team-based rewards and use of non-financial goals and performance measures (Hackman and Wageman, 1995, Johnson, 1994 and Modell, 2009).
نتیجه گیری انگلیسی
The paper has employed insights from institutional theory to explain the processes of implementation of TQM practices. We answer the two research questions posed earlier in the paper in the following concluding sections.