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Pimentel, L. & Major, M. (2016). Key success factors for quality management implementation: evidence from the public sector. Total Quality Management and Business Excellence. 27 (9-10), 997-1012

L. P. Pimentel and M. J. Major,  "Key success factors for quality management implementation: evidence from the public sector", in Total Quality Management and Business Excellence, vol. 27, no. 9-10, pp. 997-1012, 2016

@article{pimentel2016_1734885977131,
	author = "Pimentel, L. and Major, M.",
	title = "Key success factors for quality management implementation: evidence from the public sector",
	journal = "Total Quality Management and Business Excellence",
	year = "2016",
	volume = "27",
	number = "9-10",
	doi = "10.1080/14783363.2015.1055239",
	pages = "997-1012",
	url = "http://www.tandfonline.com/action/showAxaArticles?journalCode=ctqm20"
}

TY  - JOUR
TI  - Key success factors for quality management implementation: evidence from the public sector
T2  - Total Quality Management and Business Excellence
VL  - 27
IS  - 9-10
AU  - Pimentel, L.
AU  - Major, M.
PY  - 2016
SP  - 997-1012
SN  - 1478-3363
DO  - 10.1080/14783363.2015.1055239
UR  - http://www.tandfonline.com/action/showAxaArticles?journalCode=ctqm20
AB  - The purpose of this paper is to identify the crucial factors for the successful
implementation of a quality management/total quality management (TQM) process,
particularly in the public sector. The paper adopts an explanatory longitudinal case
study, using case research design to support the investigation. The case study
consists of three government agencies where the results and outcomes of a quality
management programme differed. This programme was launched by a specific
ministry in Portugal, linked to organisational change and delivering excellence. The
study was built on quality management literature, highlighting the contributions of
J. S. Oakland [(2004). Oakland on quality management. Oxford: Elsevier
Butterworth-Heinemann] and J. Oakland [(2011). Leadership and policy
deployment: The backbone of TQM. Total Quality Management & Business
Excellence, 22(5), 517–534]. The key findings of the paper show that the main
items delivering excellence, identified in the ‘Oakland TQM model’ (the 4Ps and the
4Cs), primarily explain the different perceptions of results and outcomes. The
investigation also identified other factors that can help account for successful
implementation of quality management, such as ‘power’ and ‘collective
involvement’. Consequently, a refined ‘Oakland TQM model’ is proposed, as well as
a visualisation of the interaction of the items/factors involved in an input/output
perspective.
ER  -