Elisabeth Johansson

Using interventions to change the quality profile of an organisation

– The purpose of this paper is to investigate how a quality profile can evolve over time and, in particular, how different kinds of interventions can further develop or change an existing quality profile., – Data was collected over a five‐year period, including a literature review, interviews, a document study and observations to capture the quality profile and associated interventions. The study was carried out in a service organisation in the public sector., – This study shows that the quality profile can change over time due to the use of specific interventions. If a company wants to emphasise a specific quality principle, it must target the quality principle with one or more interventions. However, even if a quality principle is targeted, there is no guarantee that the quality principle will show improvement in the quality profile. Also, one main finding is that the quality profile becomes more even over time due to the internal consistency of the quality principles., – This paper sheds light on the need to study the adoption of individual quality principles and the evolution of the quality profile of an organisation., – The results can provide insights for organisations aiming to embark on a quality programme, specifically how to design and develop a quality profile., – This research implies that the quality profile is a recurring, general phenomenon in all quality management improvement programmes. In other words, successful implementation of quality management requires a cohesive quality profile.

Changing quality initiative - does the quality profile really change?

A firm working with quality management over time may change from total quality management to Six Sigma to lean production, but does this actually change the firms quality profile? This paper seeks to identify specific quality profiles in service firms and how these profiles change over time. The empirical investigation is based on self-assessment studies conducted in 138 Swedish service firms. The results show that service firms often build up a specific quality profile, which they retain over time. The paper develops theoretical and managerial implications based on the research.