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NEW RESEARCH The future of

TQM
Influencing the future of TQM:
internal and external driving 51
factors Received September
Rodney McAdam 2002
Revised January 2003
School of Business, Organisation and Management, University of Ulster,
Belfast, UK, and
Joan Henderson
School of Management, The Queens University of Belfast, Belfast, UK

Keywords Total quality management, Case studies, Literature

Abstract The aim of this paper is to investigate the future of total quality management (TQM) by
determining the scope and depth of the influencing or driving factors that will shape the body of
knowledge, known as TQM, into the future. The rapid rate of change in global and niche markets
has increased pressure on organisations to become more competitive. TQM is not immune from
such changes. Rather, TQM theory and practice must continually adapt to be in the vanguard of
such change and potential future changes. The research to determine the influencing/driving
factors for the future of TQM involved a panoptic literature review and an inductive grounded
theory approach using multiple case studies. Overall, the research indicates that both the
mechanistic and organismic aspects of TQM will continue into the future, along with the continual
representative development of initiatives to meet current and future organisational change.
Furthermore, the TQM discourse will remain a challenging research area for both academics and
practitioners.

Introduction
The philosophy, theory, practice and terminology of total quality management
(TQM) has emerged and has continuously developed over the last circa 15
years (Boaden, 1997). A key characteristic of TQM throughout this period has
been the positive effect on organisational improvement in times of change in
both markets and organisations. However, Dale et al. (2001) argue that TQM is
still in the early stages of theory development and that future theoretical
development incorporating appropriate management theories needs to be
realised before TQM can reach a refined stage of development. van der Wiele
et al. (2000a) contend that the progression of self-assessment from an ISO to
business-excellence-model (BEM) environment is an indicator of TQM growth
International Journal of Quality &
and development. Moreover, business process reengineering (BPR), six sigma Reliability Management
and other developing methodologies are steps along this pathway of Vol. 21 No. 1, 2004
pp. 51-71
development (Dale and Lascelles, 1997; Kruger, 2001). With the pace of q Emerald Group Publishing Limited
0265-671X
change becoming more large scale, there is a need for both academics and DOI 10.1108/02656710410511696
IJQRM practitioners to both determine and predict the future direction and
21,1 development of TQM, to address these issues.
Assuming TQMs impact on organisations will continue, what types of
TQM-based improvement initiatives will develop in the future to meet the
anticipated organisational and market changes? Will the TQM of the future be
unrecognisable from the current form or will there be a clear line of continual
52 development? Future predictions in times of rapid change are notoriously
unreliable, however, the determination of the key driving forces for future TQM
development would be helpful, both for organisational planning and directing
research efforts (Wilkinson and Willmott, 1994). Based on Dale et al.s (2001)
contention that TQM theory is still in the early stages of development, there
exists an opportunity to influence the future development of TQM and to
ensure the philosophy will continue to enable organisational change in times of
uncertainty and change.
The aim of this paper is to investigate the future of TQM by determining the
scope and depth of the influencing or driving factors that will shape the body of
knowledge, known as TQM, into the future. This will include, firstly, a review
of the literature to enable a grounded list of key internal and external TQM
influencing factors, or drivers for future development, to be constructed. In
qualitative research, grounded factors are those factors, which are inductively
derived from a body of knowledge (Strauss and Corbin, 1990), where the body
of knowledge is TQM in the current study. Secondly, the paper discusses the
further development of these factors and their likely effect on TQM by showing
the results of a multiple case research study.
It is useful at this juncture to clarify the definition of TQM used in this paper.
Hermel (1997) has stated that TQM has moved from a predominantly narrow
and mechanistic focus to include more subjective and broader organisational
philosophy. This broader approach has led some writers to refer to the key
theoretical constructs of TQM, rather than devising succinct definitions. Thus,
based on the work of Dale et al. (2001), Hermel (1997), Hackman and Wageman
(1995) and DeCock and Hipkin (1997), TQM is defined as embodying the
following constructs:
.
TQM is strategically linked to the organisational goals.
.
Customer satisfaction and understanding is vital within the organisation.
.
Employee participation and understanding at all levels is required within
the organisation.
.
There is a need for management commitment and consistency of purpose
within the organisation.
.
The organisation is perceived as a series of processes, which incorporate
customer supplier relationships.
Thus, a broad and inclusive TQM definition is used, avoiding the restrictive
dangers of narrow mechanistic codicils (Wilkinson and Willmott, 1994). Dale
et al. (2001) conclude: TQM is a continuum of theories, touching soft and hard The future of
aspects of organisations. TQM
Influencing factors for the future of TQM
A review of the TQM literature, in the widest definition, resulted in a number of
grounded influencing factors being constructed. The approach used was that of 53
Strauss and Corbin (1990) where theory is viewed as being constructed over
time to form a body of knowledge. Thus, full use can be made of TQM
experience, case and other related data. The approach suits the current body of
TQM knowledge that often is not suitable for more hypo-deductive style
research. The factors were divided into two broad categories, namely internal
and external influencing factors for the future of TQM. Internal refers to issues
within the TQM movement while external refers to issues in the environment in
which TQM is placed.

Internal TQM drivers

Although TQM, in its current terminology, has only emerged in the
management literature over the past 15 years, the antecedents of the movement
have been in existence for much longer. Wilkinson and Willmott (1994) refer to
the shaping influences of the twenty-first century through information and
control theory (1930s), work-study and operations research in the 1950s, 1960s
and 1970s. These influences have shaped aspects of current TQM. Dale et al.
(2001) conclude that this has led to TQM being the major development within
operations management. While these influences are largely mechanistic, the
Hawthorne studies in the 1920s, socio-technical theory of the 1950s and
organisational development approaches, have all added a more organismic
influence to TQM. In reviewing the development of TQM, Spencer (1994)
identified both organismic and the mechanistic approaches as two paradigms
within TQM. Furthermore, Spencer demonstrated that each of these two
streams were extrapolations of their historical development. In particular, the
mechanistic approach to TQM was found to be more insular and grounded in
quality assurance (DeCock, 1998). In summarising the work of Spencer and
others in this area, Dale et al. (2001) concludes that two main areas emerge: the
two main areas being positivistic and phenomenological. Research into TQM
can be undertaken using both these paradigms. In summarising, both
mechanistic and organismic aspects of TQM are identified, where mechanistic
is mainly positivistic, deductive and incremental in its approach to change.
Organismic is more phenomenological and inductively based and allows for
large-scale change or discontinuities.
Extrapolation. These findings indicate that part of future TQM is likely to
retain a mechanistic paradigm, which will have characteristics, associated with
quality assurance and product quality. Further advances in statistical and
computational processing can only enhance this development. Thus, the
IJQRM influence of Deming on TQM (e.g. Deming, 1986) will continue. This branch of
21,1 TQM has been relatively impervious to multi-discipline influences in academia
and practice and therefore current developments are likely to be extrapolated
into the future. It is likely that there will be similar terminology and possible
development of more mechanistic initiatives in the area of TQM performance
54 measurement. Dale et al. (2001) refers to the operations management bases of
TQM as contributing to this incrementalism. For example, the current
six-sigma developments within TQM in operations, when critically evaluated,
is found to be based on the statistical and incrementaalism side of TQM
(Kruger, 2001).
Paradigm shifts/redefinition. Spencers (1994) concept of the organismic
paradigm as a basis for large scale or discontinuous change in TQM can be
developed further by considering postmodernism and critical perspective
transforming paradigms. DeCock (1998) argues that successive transforms of
postmodernism and critical perspectives has shaped TQM and will continue to
do so (Figure 1).
Postmodern challenges can be applied to each of the TQM concepts, as
defined in the introduction, to deconstruct them (DeCock and Hipkin, 1997) as
shown in Figure 1. Critical perspectives should then be applied to the
challenged concepts, and transformed concepts articulated. Thus the
organismic paradigm can be used to lead to large-scale transformation by
using concepts from other management fields, namely critical theory and
postmodernism. This view is supported by Dale et al. (2001) who stated in
relation to the large-scale future development of TQM: to extend the scope of
TQM theory it is necessary to incorporate appropriate management theories
into its development. Much remains to be done.
If the key concepts of TQM can be transformed as shown, then there exists
the possibility of future TQM development, which are a quantum development,
rather than an extrapolation of past advances. Therefore, an opportunity exists
for improved organisational application and improved theoretical
underpinning which in turn can lead to future TQM development.

Figure 1.
Postmodern and critical
perspective challenge
and transformation of
TQM
The paradigm shifts of TQM (Spencer, 1994; Wilkinson and Willmott, 1994; The future of
DeCock, 1998) over the years can be seen in a number of resonating TQM
developments (Grint, 1997), where large-scale changes to TQM have taken
place:
.
development of human resources and empowerment concepts (Grint,
1997); 55
.
improvements in productivity management, supply chain management
(Mohanty, 1998);
.
the award processes (Malcolm Baldrige, European Business Excellence);
.
the emergence of business processes and business process reengineering
(Davenport et al., 1996);
. new methods for cultural change management (Camison, 1998);
.
new approaches to strategic management (Madu and Chu-Hua, 1994);
.
development of innovation approaches, e-business and TQM (Tidd et al.,
1999);
.
influence of applications in different sectors (van der Wiele and Brown,
1998).
These factors have influenced and shaped TQM, and in turn have been
influenced and shaped themselves, in a reflexive manner, as shown in Figure 2.
Giroux and Landry (1998) describe this development as the TQM discourse
shifting with time.
Thus, an examination of the paradigm shift/redefinition aspects of TQM,
demonstrates that future TQM development is likely to include large scale
shifts compared to the present format. These shifts are likely to include
redefinition of terminology, especially concerning the use of the word quality
(e.g. reengineering, knowledge management).

Figure 2.
TQM influencing
development factors
IJQRM External TQM drivers
21,1 The technology, markets and environmental drivers are all classed as external
drivers, or those factors, which will influence the future of TQM from without
the TQM discourse.
Technology. The ever changing and rapidly developing area of technology is
considered to be a driver in its own right. The scope of influence of technology
56 on any discourse is vast, however, the current discussion is limited to two
prevalent aspects as being illustrative, rather than comprehensive. The areas
briefly considered are information system databases and the ubiquitous
e-business. New developments in information systems databases can play a
key role in shaping TQMs influence on business processes, especially
processes requiring complex customer data (Venkatraman, 1994). For example,
modern database technology linked to the ubiquitous World Wide Web or
Internet provide organisations with opportunities that existing
operations/marketing processes find difficult to accommodate (Postma, 1998).
The challenge is to determine how existing operations/marketing processes can
be changed to maximise the effectiveness of this new technology and hence
enable the creation of new market opportunities. Ultimately, this challenge will
inform the future development of TQM methodologies.
Davenport (1993) sees information technology (IT) as one of several enablers
to bring about change in processes, and the achievement of positive results
involving a carefully considered combination of both technical and human
enablers. These arguments are likely to be projected into any future TQM
scenario. Despite this supposedly strong human-technology interface, there
remains considerable overspends of between 1million and 1 billion on major
IT projects. The research also confirms that whilst IT plays a major role in
TQM, future innovations at the organisational, managerial and human levels of
organisations are essential if true improvements are to be made (Lee and Dale,
1998). Postma (1998) has characterised this new era by stressing the need for
management to act according to the information held in databases rather than
that acquired through research and generic models. Thus, TQM will be
informed and shaped by customer requirements reflected in accurate data and
information systems (Aurand et al., 1996).
From a cursory view, the rapid development of e-business would appear to
have by-passed the TQM discourse given the paucity of systematic research
specifically on e-business and TQM. However, many of the aspects of
e-business are addressed by TQM principles without the use of e-business
terminology. For example, Morency (2000) and Biggs (2000) list business
process mapping and improvement, competitive intelligence (Benchmarking),
customer knowledge, supplier and network relations as key elements of an
e-business strategy. All of these issues have been addressed in the TQM
literature, however the full effect of technology on these issues, as represented
in e-business has not been fully investigated. For example, the role of
e-business in relation to TQM-based methods such as BPR and The future of
customer-supplier-chain issues needs clarification. Ang and Finlay (1999) TQM
and Forza (1995) state the need for more studies in the area of IT as applied to
TQM principles. Palmisano (1998) describes e-business as operating in three
ways: first, applying technology and know how to improve internal processes;
second, applying this process approach to customers and suppliers; third,
improving customer service by tapping into the reach and availability of the
57
internet. Thus, these principles will shape, and be shaped by, TQM in the
future. One example could be the increased use of e-business technology such
as option finder within the TQM management decision-making process
(Optionfinder is a touch pad electronic aid for self-assessment scoring using the
BEM).
In summary, technology is likely to continue to be a key driver of TQM,
shaping its future through e-business and IT.
Markets. Globalisation among organisations responding to improved
communications and market opportunities is resulting in virtual
organisations. These organisations or business units retain core skills but
also have the ability to rapidly exploit emerging market opportunities.
Demerest (1997) contends that as integrated structures increase the
organisational boundaries will become fluid and groups of entrepreneurial
cadres will spontaneously form, directed from a virtual centre, thus
questioning the concept of corporate headquarters. These networks will be able
to respond rapidly to localised customer needs (Craven et al., 1996). Key factors
in these networks are the dynamics of organisational change, customer
characteristics and core competencies (Achrol, 1991).
TQM has a key role to play in these developments, however, TQM itself
must be developed to meet this market challenge. A key tenet of TQM is
customer satisfaction. In this situation the organisational and customer
satisfaction demands are likely to be significantly greater than those
experienced before. Gunneson (1997) contends that a healthy quality process
will always ensure a quality product/service, whatever the operational
circumstances. He sees empowered network teams and organisations as an
opportunity for strategic quality improvement teams to function in an optimal
manner. Peters (1992) refers to this process as unleashing the power of
subordinate units. There is also an opportunity for increased TQM-based
learning and development in these networks (Beer et al., 1990). The TQM of the
future must also address the issue of diversity for network organisations acting
in fragmented markets. Diversity in this context refers to the different
organisational forms of the networks caused by local market conditions. For
example, flexible organisations (e.g. Hewlett Packard) allow groups and teams
in different geographical areas to select their own TQM approaches based on
market and customer needs, rather than imposing normative central office
dogma (Coulson-Thomas, 1994).
IJQRM In summary, the future of TQM as influenced by market changes is likely to
21,1 result in less structured TQM approaches and more devolved, empowered,
customer facing TQM activity. While TQM exponents may argue that these
elements have been in existence for some time, there is clearly a need for TQM
to become more mobile and agile to meet such challenges. Possible resultant
future developments in TQM initiatives may include empowered team
58 approaches and coping with diversity. Further large-scale changes in
TQM-based customer-supplier chain relationships are also likely.
Environmental. There is an increasing trend towards improved
environmental performance and socially responsible business practices
(Axelrod, 2000). TQM is already intrinsically associated with this movement
through the International Standard for Environmental Management Systems
ISO 14000, and quality-award models (e.g. Baldrige, mainly USA and the BEM,
mainly Europe). The ISO 14001 standard, although extrapolated from ISO 9000
thinking, has many features which indicate an acceptance of larger scale
change such as commitment to improvement, employee involvement,
prevention and continuous process improvement (Cascio and Baughn, 2000).
However, as Cascio and Baughn (2000) state: when implemented, ISO 14001
establishes an institutional discipline. Thus, elements of extrapolation (point
1) remain. Allen et al. (2000) point out that environmental management
systems are now seen as high priority in many forward looking organisations.
Thus, the challenge for the future development of TQM is to ensure
TQM-based environmental standards are both proactive in nature and
dynamic in their evolution (Allen et al., 2000) and to develop initiatives that
will encourage these attributes within the international standard, such as Kanji
and Ashers (1993) model.

Research methodology
To further determine the influencing factors for TQM future development, a
qualitative research study into 40 organisations, each of which had developed
TQM as evidenced by their involvement in quality award models and future
TQM plans (all had scored in excess of 400 points in the BEM), was conducted).
It should be noted that the 400 point limit was supported by the researchers
knowledge of the cases and was therefore only used as an initial screening rule.
All of the cases were found to have systematically developed self assessment,
beyond that of scoring, after the manner suggested by van der Wiele et al.
(2000a). There were 20 large private, ten large public/service and ten SME
organisations, all with different product/service classifications. The research
method chosen was that of inducting theory using case studies (Eisenhardt,
1989). In this approach theory or models are developed throughout the
empirical study in a grounded approach (Glaser and Strauss, 1967; Strauss and
Corbin, 1990), rather than using hypothesis testing. In this approach there is no
need for a large number of cases to achieve validity, rather there is a more
in-depth study of a number of cases to observe what is happening (Remenyi The future of
et al., 1998; Burgoyne and Reynolds, 1998). Furthermore, a priori constructs are TQM
admissible to initiate the study (Eisenhardt, 1989). The key steps of the
research methodology are shown in Figure 3.
Semi-structured interviews with senior management, ethnographic
observations and organisational archive material were used to obtain the
data and triangulation (Remenyi et al., 1998). Each case was fully written up, 59
then coded (Remenyi et al., 1998; Easterby-Smith et al., 1993) and compared
with the a priori drivers of TQM, derived from the literature as described
earlier. The coding process was undertaken by the researchers who coded
individually and then check-coded each others work.
It should be noted that the BEM referred to in this section and later in the
paper, is one of the main quality-award models in use in Western Europe (van
der Wiele et al., 2000a). The model seeks to represent the principles of TQM in a
measurable manner using a criteria and points-based self-assessment system
(EFQM, 2002).

Results and discussion

New and modified TQM drivers were derived from the multiple case data. In
addition, the TQM drivers were found to be similar to those suggested in the
literature review. In this section each key TQM driver is discussed in relation to
multiple case findings. Table I summarises the key research-based elements of
the TQM drivers, while Figure 4 illustrates the grounded findings of the
research. Throughout this section use is made of verbatim quotes from the

Figure 3.
Research methodology
 60
21,1

Table I.
IJQRM

Summary of

external TQM drivers

of the key internal and
research-based elements
Extrapolation Paradigm shift Organisational praxis Market Technology Environmental

ISO 9000 Strategy Sustaining TQM Globalization E-business Environmental

ISO9000:200-0 Integration across Inculcating TQM Rapid change Knowledge regulations
ISO 14000 functions Training and development of Unpredicted scenarios management ISO 14000
Sector-specific Innovation people Cost Data bases and Societal impact
regulations Benchmarking Fundamental and specific Competition mining BEM weighting
Six sigma Learning approaches for SME and Partnerships, e.g. suppliers and Integration of change
BEM organisation public sectors customer relationship systems Costs
Epistemological Knowledge marketing
changes management
Market pressure Reengineering and
processes
Culture
Leadership
Balanced
scorecard
BEM and quality
awards
Stakeholders
 The future of
TQM

61

Figure 4.
Grounded model of
internal and external
TQM drivers

semi-structured interviews to support the arguments as suggested by

Silverman (1997, p. 116) where the verbal formulations of the subjects are
treated as . . . the observation of actual behaviour.

Case results internal drivers

Case results extrapolation drivers. There was little evidence to suggest that
mechanistic approaches to TQM are an anachronism, in the organisations
studied. Rather, quality assurance schemes based primarily on ISO 9000 and
ISO 14000 were seen as an essential future element of TQM. The increasing
development of TQM in the public sector was seen as increasing the demand
for these approaches in the future, as stated by one public sector best value
manager:
Quality assurance, seen as a limited and mechanistic approach is still necessary within
administrative functions in the context of the public sector.
Furthermore, there was compelling evidence that the organisations still
consider ISO 9000 (and more latterly ISO 9000:2000) as an essential first step on
the quality journey (Dale and Lascelles, 1997; van der Wiele and Brown, 1998;
van der Wiele et al., 2000b), despite recognising its considerable limitations, a
typical comment being:
. . . the gap between the requirements of ISO 9000 and the holistic view of the BEM cannot be
bridged easily more of the basics need to be put in place . . . organisations without an ISO
9000 series certificate will find it hard to do business.
The case evidence also suggested that sector specific mechanistic TQM
approaches are increasing, and will increase in the future. This development is
IJQRM based on a rejection of the one model suits all approach often found in the
21,1 TQM discourse (Coulson-Thomas, 1994). As one manager stated:
. . . these types of systems fall down in not being specific enough to our business.
Another manager from a food sector organisation stated:
62 . . . the food safety act 1990 requires business to demonstrate due diligence and the approval
of a quality system . . . a properly implemented and maintained HACCP system [food quality
standard].
Another manager stated:
I believe that different organisations with different definitions of quality, will use, or need,
different types of ISO-9000-based approaches in the future.
Such localised, and accredited, mechanistic-based TQM approaches are likely
to increase as market niches continue to attract specific organisational skills
and expertise. An interesting theme emerging from the data was that
organisations using the BEM and Investors in People (IiP) models for over
three years were now considering them as mechanistic elements of TQM,
rather than as a paradigm shift approach, as first perceived. In these cases the
organisations perception of the BEM shifted with time, from
phenomenological-based to more positivistic-based in terms of organisational
learning. This development is referred to as a longitudinal epistemological
transformation (Figure 4).
One of the most current developments of TQM on the mechanistic side, with
potentially large future development, was seen as that of six sigma (Kruger,
2001). This initiative, while not explained here, has its roots in ISO 9000 and
more specifically in statistical process control. Thus, mechanistic approaches to
TQM, such as ISO 9000, are continuing into the future. This continuance is
mainly because of ongoing legislative demands for defined quality-assurance
systems. New approaches in this area are still emerging (e.g. ISO 9000:2000).
This finding contradicts the idea that TQMs continual cultural development is
incommensurate with, and will totally eclipse, the mechanistic approaches. Six
sigma was also found to be an example of longitudinal epistemological
transformation (Figure 4) in that the essentially mechanistic approach has
become accepted as a more organismic approach to TQM over time, and
potentially in the future. One manager from a large manufacturing
organisation company commented:
Six sigma is a long term continuous improvement system. It requires committed and
charismatic leadership to be successful.
Another manager stated:
. . . the key to future improvements in quality will be people and a better understanding of
processes to which six sigma can provide objective measurement.
A telecommunications company manager stated:
 Six sigma appears mechanistic but with a wider range of tools it may be the way forward for The future of
manufacturing and service-based companies.
TQM
The proposed ISO changes, ISO 9000:2000, were also considered to be an
element of TQM that would change the mechanistic perspective of this
approach in the future. One quality manager commented:
ISO 9000:2000 is a step in the right direction . . . it now includes commitment and leadership, 63
planning and organisation, communication, training and education and continuous
improvement.

In summary, mechanistic approaches to TQM are likely to be a key element of

TQM development in the future. With initiatives similar to six sigma, these
approaches may be new development, rather than simply revisions to existing
approaches (e.g. ISO 9000:2000). Furthermore, as shown in Figure 4, part A, it is
likely that the mechanistic and organismic approaches to TQM will become a
more integrated continuum, rather than distinct linear pathways (Wilkinson
and Willmott, 1994).
Case results paradigm shift drivers. The relentless increase in market and
competitive pressure had forced many of the case organisations to look again
at TQM as a future strategy for reducing costs and increasing customer
satisfaction. This finding challenges the orthodoxy of particular management
approaches having specific continuous eras of effectiveness, rather, the
research findings indicate the relative importance and shape of TQM (and as
perceived in the future) changing, dependent on market conditions. A customer
service quality manager commented:
. . . managers have recognised the strategic importance of quality . . . originally top
management failed to lead in strategic quality management, which requires a customer
focused vision.

Others used this reasoning to justify relabeling, as found by DeCock and

Hipkin (1997):
. . . therefore in the future there may be re-branding of existing TQM approaches under a
different name.

The area of organisational learning and Knowledge Management emerged as

key themes within the Paradigm Shift area of study (e.g. Demerest, 1997).
However, many of the organisations considered TQM principles as underlying
these approaches and found much of the esoteric philosophy difficult to put
into practice throughout the organisation. Many see the driving forces for
Knowledge Management, and related initiatives, as coming from TQM. For
example, a typical comment from one manager was:
. . . the driving force for many of these changes will come through TQM concepts, these
philosophies will enable organisations to find workable solutions for collecting and
disseminating knowledge across organisations.
IJQRM Throughout the study the concept emerged of TQM being developed by the
21,1 increasing emphasis on innovation in organisations. Some of this
innovativeness was seen as coming from processes (supporting a more
cross-functional organisation focus, Davenport et al., 1996). One of the
managers responsible for both quality and innovation commented on his
64 organisations expectation from future TQM:
. . . people expect something new and innovative, more time needs to be spent on research and
development, and creating more radical improvements, BPR perhaps, to satisfy the demands
for innovation and new ideas.
The organisations that see the future of TQM being shaped by innovation and
BPR, also considered benchmarking (Tidd et al., 1999), to have an influence,
especially business process benchmarking. The anticipated increased influence
of benchmarking in TQM is causally linked to increased globalisation of
businesses and processes. As stated by one manager:
. . . process analysis and benchmarking can assist us to further develop innovation as part of
TQM.
Furthermore, there was a call for more advanced approaches to Benchmarking
as part of TQM (Biggs, 2000). One manager responsible for performance
measurement stated:
. . . in the future benchmarking has the potential to yield vital market intelligence, using
customer provided blinded competitor data, as the quality and depth of such data can
be superior to traditional competitive Benchmarking due to competitors reluctance to
share.
The research findings revealed that the integrative role of TQM would become
increasingly important in the future, both in organisations and in academia.
For example, the heterogeneous nature of business degree courses (BA, MSc,
MBA) was seen as needing to incorporate a much more cross-functional
curriculum. A human resources and quality manager stated:
. . . the organisation wide nature of TQM impinges, for example, on virtually every module on
an MBA course, many of the issues in TQM textbooks are found in HRM [human resource
management], marketing, strategy . . . the very essence of TQM is in the integration of these
disciplines to provide organisational benefit.
The case organisations continually referred to the TQM of the future as having
to address ongoing culture change. In this complex and difficult area (Camison,
1998) TQM can, according to one manager:
TQM can help with the development of education and management training and
development in developing cultural change.
Closely allied with the idea of culture was that of leadership in ensuring that
future TQM, as demanded by market forces, is effectively and proactively
planned and implemented. As stated by one managing director:
 . . . strategies such as six sigma must be led by top management . . . with my understanding of The future of
the current and future goals of the company, I will be able to evaluate [developments].
TQM
Frameworks such as IiP and the BEM, while considered paradigm shifts until
recently, were seen as having a more mechanistic standardised auditing role on
future TQM, consistent with the longitudinal epistemological transformation
discussed earlier (Giroux and Landry, 1998). Thus, the perception of TQM 65
models and methods in organisations can change with time.
In summary, the results indicate that Paradigm shift drivers are likely to
shape the future of TQM through strategic and cross functional development of
TQM and the development of new and emergent approaches, such as
Knowledge Management.

Case results external drivers

Case results organisational praxis drivers. The case data analysis revealed a
key driver for the future of TQM to be that of organisational praxis. The
grounding of TQM within organisations was seen as essential in ensuring
organisations remained adaptable and flexible in response to market changes
(DeCock, 1998). A typical comment from the managers was:
. . . the integration of TQM with all of the Business is likely to become a primary focus over
the next five years.
Furthermore, TQM was seen as having both academic and organisation
respectability, ideally placing it to make a major contribution to organisation
practice in the future. A manager who was involved in a
university-organisation partnership stated:
. . . there is an increasing body of knowledge and a number of theoretical developments, TQM
has established a secure hold on the agendas of both managers and academics . . . the future
of TQM on the face of it would appear full of promise.
Closely linked to the idea of integration was that of sustainability. Any future
organisational change activity was seen as needing to be self-sustaining
(Mohanty, 1998). Although this could pose difficulties for TQM in
organisations, the philosophys close alliance with market needs could
ensure the continued relevance and hence sustainability of TQM. One quality
manager commented:
. . . which must be sustained [i.e. TQM] and self perpetuated over time representing an
ongoing challenge [to the organisation].
The training and development of staff in TQM was seen as crucial to the
success of future TQM, especially in establishing the quality culture discussed
earlier and as stated by a human resources and quality manager:
. . . an improved quality culture can be built, a lot of work needs to be done in the area of staff
training and development to help bring about the right environment in which significant
advances in quality can be made.
IJQRM The organisations studied showed a reluctance to accept generalised models of
21,1 TQM in the future (Coulson-Thomas, 1994). Rather, they desired to take the
fundamental principles of TQM and develop their own bespoke methodologies
and applications. One manager from a public sector organisation commented:
. . . it is likely that future development of TQM practice within the public and private
66 organisations will be shaped by the challenges presented within their respective
environments.

For example, the public sector organisations considered some methodologies to

be a resource burden as they were little more than lightly modified private
sector approaches. The public service orientated organisations also found the
intangibility, heterogeneity and high client interaction associated with service
were not adequately addressed in current TQM-based frameworks such as IiP
and the BEM. SMEs were also considered to be a major area of influence in the
future for TQM. The case SMEs all expressed frustration at the current lack of
understanding of SMEs by those devising TQM implementation
methodologies. As stated by one owner/manager from an SME:
. . . execution of TQM in the future will have to consider the needs of SMEs, they have limited
resources and need to remain flexible.

Overall, for TQM to be a future force in organisational development, it must

remain rooted and grounded in praxis, supported by academia (DeCock and
Hipkin, 1997). It will be sustained and shaped by developing a culture
supported by effective training and development. The TQM of the future must
be carefully and completely adapted to suit the needs of key sectors such as the
public, service and SMEs sectors (van der Wiele and Brown, 1998), rather than
rely on modifying and applying large private sector methodologies in these
contexts.
Case results market drivers. Increased future globalisation of markets and
virtualisation of organisations were seen as increasing competition for all
organisations. TQM was seen as essential in achieving competitive advantage
in such circumstances, primarily through improved quality and reduced costs,
as commented on by one manager:
. . . the savings in quality costs offered through TQM cannot be ignored by those seeking
to achieve or maintain competitive advantage and will continue to be a driver for TQM.

Future globalisation was seen as shaping TQM through the international or

global ISO 9000 (or ISO 9000:2000) standard, that represents an international
language of quality assurance. The synergy achieved through effective
supplier partnerships and customer relationship marketing in the global
market context was seen as influencing the future of TQM through customer
supply chain developments was seen as essential in a global market. The TQM
of the future was seen as needing to adapt to increasing market fragmentation
and the tendency towards niche markets (Craven et al., 1996). One of the SME The future of
managers commented: TQM
. . . a common error in the implementation of TQM is a failure to recognise the difference in
markets . . . TQM [in the future] must be properly aligned with the market strategies.
Therefore, the findings indicated that in future TQM-based organisations are
more likely to respond to unusual events in the market place. The market 67
demands for shorter product lifecycles were seen as prompting future TQM to
link operations and marketing.
Overall, the organisations, from all sectors, considered market drivers are
likely to shape the future development of TQM as a result of current, and
projected future, highly competitive and fragmented global markets.
Case results technology drivers. Although, there is close interdependence
between the market and technology drivers, the data was rich enough to
separate them out in regard to their influence on the future of TQM.
While e-business was referred to by a large number of the organisations,
in-depth understanding of the phenomena was lacking, with the exception of
the computer-based organisations. However there was recognition that
e-business will have future implications for quality in all the aspects of
technology (Morency, 2000; Biggs, 2000) as discussed in this sub-section:
. . . since the company is heavily involved in e-business, their customers are sending a clear
message . . . higher quality products at lower costs with greater responsiveness.
The pace of technological change was seen as a challenge to organisations that
did not have a responsive flexible TQM culture:
. . . given the pace of technological change lifecycles are likely to become shorter . . . TQM has
a proven track record in this area and is therefore likely to become more widespread and used.
Also, there is likely to be pressure to fast track TQM implementation as
organisations attempt to catch up with a competitors technological change.
The larger organisations considered future computerisation and technology
as being key in improving the effectiveness of TQM:
. . . improved traceability, quicker decision making etc. will play a major role in future TQM
in the company.
Improved databases and mining and integration of systems (Aurand et al.,
1996) were seen as leading to improved business process management and
innovation within TQM.
In summary, technology was considered to be a key driver in shaping the
future of TQM, through improved e-business, technological change and data
and information processing improvements.
Case results environmental drivers. The key findings in this area were, in
the main, disappointing. The expectation of the respective earlier literature
discussion was not matched by organisation practice (current and anticipated)
within the research.
IJQRM Most of the organisations considered environmental considerations to be
21,1 covered by ISO 14000. It was anticipated that the standard would become much
more prominent as part of TQM in the future. Thus, organisational praxis is
relatively uninformed in regard to the environmental side of quality.
Considering the rapid emergence of all things environmental, this is an area
for much needed development.
68 Some of the public sector organisations made specific reference to the
current weighting of the impact on society criterion of the BEM being
changed in the future for public sector organisations:
I see the weighting on the impact on society becoming more in the future . . . organisations
must not neglect the views of powerful environmental groups.
Another issue that kept reoccurring was that off costs. The organisations
wanted the future TQM to remain as a potent competitive approach. Hence,
there was a need stated for costs of environmental compliance to be met with
increased sales due to improved products.
Thus, ongoing environmental legislation, environmental quality standards
and quality-award model development are likely to ensure that environmental
drivers shape the future development of TQM.

Conclusions
The aim of this paper is to investigate the future of TQM by determining the
scope and depth of the influencing or driving factors that will shape the body of
knowledge, known as TQM, into the future.
The key conclusions of the paper, as drawn from the literature and the
current research in regard to the aims are summarised in Figure 4. Overall, the
findings indicate that TQM will play in a central role in future organisational
development. The changes to TQM will build on the existing academic and
organisational reputation of TQM to meet the demands of large-scale market
and organisational change.
First, two internal drivers labeled as extrapolation (mechanistic) and
paradigm shift (organismic) were found as being influential the current and
future development of TQM (Figure 4, part A). Historically and currently these
two drivers have been found to act independently in shaping the future of
TQM. For example, ISO 9000 (extrapolation) has developed relatively
independently of the empowerment (paradigm shift) side of TQM. However,
there are indications that combinations of such drivers may offer more
sophisticated TQM approaches in the future. Thus, there is likely to be a
requirement for more interdisciplinary research as the future of TQM develops
(Dale et al., 2001).
Second, four external drivers were identified as being influential to the
future of development of TQM, namely organisational praxis, market,
technology and environmental drivers (Figure 4, part B). These drivers were
found to be influential in shaping the future of TQM through their effect on
organisations from all sectors. The Organisational praxis driver indicates that The future of
the TQM of the future is likely to remain grounded in praxis. However, as TQM
shown by Dale et al. (2001), this link to praxis does not preclude increased
theoretical development of TQM. The market driver indicates that future TQM
development will be influenced by increasingly competitive and global
markets, where competition will continually increase. In this scenario TQM will
play a key role in improving competitiveness through state of the art
69
methodologies. Another key external driver was that of technology. Rapid
changes in the application of e business in organisations will increasingly
affect business processes and supply chains. Such changes will shape the
future of TQM through a need for increased effectiveness and efficiency. The
environmental driver is currently limited due to lack of awareness and
concerns regarding additional costs. However, the findings indicated that
environmental related issues are likely to have an influence on the future of
TQM as environmental issues and environmental quality systems become
increasingly important.
The internal dynamics section of Figure 4 illustrates how the future of
TQM can be continuously internally transformed by the interaction of both the
extrapolation and paradigm shift drivers. This change over time, and based on
different epistemological assumptions is referred to as a longitudinal
epistemological transformation (Alvesson and Willmott, 1996). This process
of future TQM development is in turn influenced by the external drivers
(Figure 4, part B).
However, a number of caveats were inserted with the overall mood of
optimism in TQMs future credibility. TQM must remain focused on
organisational practice and business goals, not only operational but also
strategic. Furthermore the TQM culture must be reinforced by supportive
leadership, enabling organisations to reduce cost, increased flexibility,
improved customer responsiveness and the adaptation of new technologies
to achieve competitive advantage.

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