The roles of TQM and BPR in organisational change strategies: a case study investigation

The roles of TQM and BPR in organisational change strategies: a case study investigation The aim of this study, which followed two prior postal surveys, was to explore in detail, the roles of incremental improvement typified by TQM, and radical innovation in the form of BPR, in organisational change strategies. The empirical research comprised six in-depth case studies, the selection of the case organisations being purposive rather than on a representative basis. The key research questions that shaped the empirical research, emanated from the prior research and from extensive reviews of relevant literatures, which had raised many questions. It was found that, at the case organisations, TQM and BPR were regarded as complementary approaches to organisational change rather than being mutually exclusive, as some writers have suggested. Also, it was found that many of the lessons and experiences gained from TQM, were fundamental in designing and implementing new processes. In general, the change profiles of the six case organisations resembled the episodic pattern identified by Orlikowski and Tyre (1993) rather than the "'big bang"' approach advocated by Hammer (1990). The merits of the former are explored. Because of the limitations of the research methodologies employed, the authors acknowledge the need for further investigation into the roles of TQM and BPR in organisational change strategies. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Quality & Reliability Management Emerald Publishing

The roles of TQM and BPR in organisational change strategies: a case study investigation

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0265-671X
DOI
10.1108/02656710010315210
Publisher site
See Article on Publisher Site

Abstract

The aim of this study, which followed two prior postal surveys, was to explore in detail, the roles of incremental improvement typified by TQM, and radical innovation in the form of BPR, in organisational change strategies. The empirical research comprised six in-depth case studies, the selection of the case organisations being purposive rather than on a representative basis. The key research questions that shaped the empirical research, emanated from the prior research and from extensive reviews of relevant literatures, which had raised many questions. It was found that, at the case organisations, TQM and BPR were regarded as complementary approaches to organisational change rather than being mutually exclusive, as some writers have suggested. Also, it was found that many of the lessons and experiences gained from TQM, were fundamental in designing and implementing new processes. In general, the change profiles of the six case organisations resembled the episodic pattern identified by Orlikowski and Tyre (1993) rather than the "'big bang"' approach advocated by Hammer (1990). The merits of the former are explored. Because of the limitations of the research methodologies employed, the authors acknowledge the need for further investigation into the roles of TQM and BPR in organisational change strategies.

Journal

International Journal of Quality & Reliability ManagementEmerald Publishing

Published: Aug 1, 2000

Keywords: Improvement; Innovation; TQM; BPR

References

  • The irrationality of action and action rationality: decisions, ideologies and organizational action
    Brunsson, N
  • TQM and re‐engineering – the battle for the organization of tomorrow
    Burdett, J.O
  • Journal of Quality and Participation
  • Crossing mother: ideological constraints on organizational improvements
    Dunbar, R.L.M; Dutton, J.M; Torbert, W.R
  • The positioning of BPR and TQM in long‐term organisational change strategies
    Hill, F.M; Collins, L.K.
  • BPR: hype or reality?
    Jackson, D
  • Broadening visions of business process re‐engineering
    Peppard, J

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