Access the full text.
Sign up today, get DeepDyve free for 14 days.
J. Dixon, P. Arnold, J. Heineke, Jay Kim, P. Mulligan (1994)
Business Process Reengineering: Improving in New Strategic DirectionsCalifornia Management Review, 36
J. Kotter, J. Heskett (1992)
Corporate Culture and Performance
M. Hammer (1990)
Reengineering Work: Don’t Automate, Obliterate
E. Hall, J. Rosenthal, Judy Wade (1994)
How to Make Reengineering Really Work
B. Spencer (1994)
MODELS OF ORGANIZATION AND TOTAL QUALITY MANAGEMENT: A COMPARISON AND CRITICAL EVALUATIONAcademy of Management Review, 19
J. Dean, D. Bowen (1994)
MANAGEMENT THEORY AND TOTAL QUALITY: IMPROVING RESEARCH AND PRACTICE THROUGH THEORY DEVELOPMENTAcademy of Management Review, 19
S. George, Arnold Weimerskirch (1994)
Total quality management : strategies and techniques proven at today's most successful companies
G. Bates (1993)
An Organizational Development Process to Prepare for Total Quality ManagementJournal of Management in Engineering, 9
L. Yorks, G. Bounds (1994)
Beyond Total Quality Management: Toward The Emerging Paradigm
G. Salegna, F. Fazel (1995)
An Integrative Framework for Developing and Evaluating a TQM Implementation PlanThe Quality Management Journal, 3
M. Mallinger (1993)
Ambush along the TQM TrailJournal of Organizational Change Management, 6
T. Davenport (1993)
Need radical innovation and continuous improvement? Integrate process reengineering and TQM, 21
Barbara Bashein, M. Markus, Patricia Riley (1994)
PRECONDITIONS FOR BPR SUCCESS And How to Prevent FailuresInformation Systems Management, 11
Subashish Guha, William Kettinger, J. Teng (1993)
BUSINESS PROCESS REENGINEERING: Building a Comprehensive MethodologyInformation Systems Management, 10
Peter Schiffrin (1994)
Customer-Centered Reengineering: Remapping for Total Customer Value
Michael Price, E. Chen (1993)
Total Quality Management in a Small, High-Technology CompanyCalifornia Management Review, 35
Judy Olian, S. Rynes (1991)
Making total quality work: Aligning organizational processes, performance measures, and stakeholdersHuman Resource Management, 30
M. Klein (1994)
REENGINEERING METHODOLOGIES AND TOOLS A Prescription for Enhancing SuccessInformation Systems Management, 11
J. Hauser, D. Clausing, D. Garvin (1988)
The House of QualityHarvard Business Review
James Evans, W. Lindsay (1989)
The management and control of quality
E. Fuchs (1993)
Total Quality Management from the Future: Practices and ParadigmsThe Quality Management Journal, 1
M. Zairi, D. Sinclair (1995)
Business process re‐engineering and process managementBusiness Process Management Journal, 1
N. Chorn (1991)
Total Quality Management: Panacea or Pitfall?International Journal of Physical Distribution & Logistics Management, 21
Richard Steers (1991)
Introduction to organizational behavior
T. Davenport, Donna Stoddard (1994)
Reengineering: Business Change of Mythic Proportions?MIS Q., 18
N. Kano (1993)
A Perspective on Quality Activities in American FirmsCalifornia Management Review, 35
G. Easton (1993)
The 1993 State of U.S. Total Quality Management: A Baldrige Examiner's PerspectiveCalifornia Management Review, 35
Barbara Flynn, R. Schroeder, Sadao Sakakibara (1994)
A FRAMEWORK FOR QUALITY MANAGEMENT RESEARCH AND AN ASSOCIATED MEASUREMENT INSTRUMENTJournal of Operations Management, 11
R. Talwar (1993)
Business re-engineering—a strategy-driven approachLong Range Planning, 26
States that there is general agreement among total quality management (TQM) and business process re‐engineering (BPR) experts that properly implemented organizational change programmes improve customer satisfaction and organizational performance. Suggests that there is, however, a growing frustration with the less than positive results that many companies have experienced with TQM or BPR. These failures have resulted in much debate about the usefulness of such programmes. Many executives believe that they have to choose between TQM and BPR and consider these programmes to be mutually exclusive. Yet, advocates of TQM and re‐engineering have recognized and acknowledged that the best organizational change programmes are those which integrate quality and re‐engineering initiatives. Examines some reasons behind TQM and BPR failures, and presents a model for integrating TQM and BPR implementation plans, while focusing on the linkage of the organization’s strategic goals and culture with this process. The framework uses the concept of quality function deployment and house of quality for the selection of a TQM/BPR implementation plan. Presents an example which illustrates the procedure.
International Journal of Quality Science – Emerald Publishing
Published: Dec 1, 1996
Keywords: BPR; Organizational change; Quality function deployment; TQM
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.