David J. Lemak

Total quality management and sustainable competitive advantage

Abstract Although it is generally accepted that Total Quality Management (TQM) can generate a sustainable competitive advantage, there is, surprisingly, little or no theory to underpin that belief. Therefore, the primary purpose of this paper is to explore the validity of the claim. By drawing on the market-based theory of competitive advantage, resource-based theory of the firm, and systems theory, we are able to conclude that the belief is warranted. We deduce that the content of TQM is capable of producing a cost- or differentiation-based advantage, and that the tacitness and complexity that are inherent in the process of TQM have the potential to generate the barriers to imitation that are necessary for sustainability.

Commitment to total quality management: Is there a relationship with firm performance?

Abstract Much has been written about Total Quality Management (TQM) but, to date, there has been relatively little empirical investigation. Therefore, this work addresses the overarching question of whether or not TQM measurably improves firm performance. For a sample of sixty firms, that have demonstrated a commitment to TQM for a period of at least five years, we find that the strategy is associated with superior stock-market performance (on a market- and risk-adjusted basis) and improved profit margins.

An Inductive Model of Collaboration From the Stakeholder’s Perspective:

This work emerged from funded research examining collaboration among stake-holder organizations present at three U.S. nuclear weapons complex sites. The authors examine issues such as how and why stakeholder groups form collaborative alliances when dealing with the target organization, what leaders of stakeholder organizations actually think about when collaborating to deal with the target organization, and what outcomes result from the collaboration process. Drawing on stakeholder theory and research in interorganizational collaboration, the authors used an inductive, interview-based methodology to build a model of collaboration among nonprofit stakeholder groups. The model contributes to the descriptive stream of stakeholder theory and, in turn, has implications for the instrumental stream. The model also offers implications for future researchers, leaders of stakeholder alliances, and leaders of target organizations.

A meta‐analysis of the effect of TQM on competitive advantage

Purpose – The purpose of this study is to integrate findings of empirical studies regarding the effect of total quality management (TQM) on competitive advantage. This purpose is to support building a theoretical model of TQM and its components. These components are: top management commitment/leadership, teams, culture, training/education, and process efficiency; they are grounded in the work of Deming and deduced from three other models offered by Dean and Bowen and Reed et al.Design/methodology/approach – This study employed a meta‐analysis to synthesize results of a sample of 51 studies into, effectively, one database. The meta‐analysis approach is used to establish external validity for the theoretical model of TQM used in the paper. The sample includes studies that were conducted in different countries to provide a comprehensive investigation.Findings – Each individual component of TQM was associated with competitive advantage, that these associations each explain roughly 60 percent of the variabilit...

Cross‐cultural Business Gift Giving

Offers a parsimonious conceptual framework to provide a more systematic assessment of cross‐cultural business gift practices. Uses the high and low context classification of cultures to compare gift giving and to provide factors explaining possible differences. Then offers research propositions to guide future research and to assist international business managers when making gift‐giving decisions. Also provides a manager′s checklist to guide cross‐cultural gift‐giving decisions.

An application of Thompson's typology to TQM in service firms

Abstract This work is based on the premise that service firms are different. The involvement of customers in the provision of services not only creates an uncertainty that makes service organizations different from manufacturing firms, but, within the broad classification of service organizations, they can also be different from each other. In line with previous research on service firms, we use Thompsons [Thompson, J.D. (1967). Organizations in action. New York: McGraw-Hill] typology of interdependence (pooled, sequential, and reciprocal) as a useful framework for addressing those differences. We deduce that components of TQM content and TQM process should vary according to an organizations degree of interdependence if output uncertainty, expressed in terms of service quality, is to be minimized. Thus, the success of TQM in service organizations is dependent upon the fit among interdependence and the strategys content and process.

Principles of management and competitive strategies: using Fayol to implement Porter

Purpose – The purpose of this paper is to present how the past, Fayols principles of management, is applied to the present, Porters competitive strategies – cost leadership and differentiation – and in turn how the understanding of this connection between the past and present directs the future development of firms.Design/methodology/approach – This study explores which of Fayols principles can be matched to Porters cost‐leadership or differentiation strategy in terms of strategy implementation.Findings – The paper finds that the principles of division of work, authority and responsibility, unity of command, unity of direction and scalar chain are useful in the implementation of a cost leadership strategy but other, more modern alternative principles apply for differentiation strategy. Likewise, the three principles of stability of tenure of personnel, initiative and esprit de corps apply to the implementation of differentiation strategy, but not to cost leadership, where, again, alternative principle...

The value of original source readings in management education

Purpose – Frederick Taylor, the “Father of Scientific Management” is recognized as a pioneer in the field of management. However, many unfair criticisms have been leveled at him starting with the infamous Congressional hearings of 1911. Many scholars of management history believe that such criticisms have resulted in negative portrayals of Frederick Taylor in both practitioner and academic circles, and even in some basic management textbooks. This is unfortunate because many of those criticisms result from either a failure to read and understand Taylors original works or from misinterpretations of them. The purpose of this paper is to contend that students of management will develop a more accurate impression of Frederick Taylor if they read his words and not interpretations of them.Design/methodology/approach – First, an introduction of Frederick Taylor and scientific management is presented. Then, a categorization of common criticisms of Taylor is offered. The results of a study conducted to measure un...

The whistle‐blowing zone: applying Barnard's insights to a modern ethical dilemma

Purpose – The purpose of this paper is to apply Chester Barnards ideas about authority in organizations to the modern phenomenon of “whistle‐blowing” and highlight insights that can advance contemporary theory in business ethics. The paper coins a new term “the whistle‐blowing zone,” and uses it as a way to capitalize on Barnards insights and to offer a conceptual framework that can help business ethics scholars explain the phenomenon.Design/methodology/approach – By comparing and contrasting Barnards ideas with contemporary research, the authors argue that he provides a number of insights that can advance modern business ethical theory and research. Implications about the origin and mechanism of whistle‐blowing are discussed.Findings – First, it is found that Barnards theory of authority, specifically the notion of a “zone of indifference” is applicable to the modern phenomenon of whistle‐blowing. Second, the paper coins a new term “the whistle‐blowing zone,” to explain why and how whistle‐blowing oc...

Leading students through the management theory jungle by following the path of the seminal theorists

The “management theory jungle” described by Koontz appears to be overrun with even more theoretical undergrowth than when he wrote his seminal critiques of the state of this body of knowledge more than 40 years ago. This article endeavors to provide a clear and fairly narrow path through that jungle, using the seminal thinkers in management as our guides. It recommends adopting a paradigm‐based approach to the management discipline rather than struggling through the jungle of multiple theories and “schools of thought”. This approach satisfies the criteria set forth by Koontz to bring much needed clarification to the discipline of management. Specifically this approach: restricts the discipline to a manageable size; uses its simple and straightforward terminology; and gives direction to teaching and research. The article concludes with a discussion of some ideas on how to teach management using this paradigmatic approach.