Iram A. Khan

Antecedents of TQM implementation capability: a review with a conceptual model

Despite a large body of knowledge on total quality management (TQM), there is hardly any research undertaken on the capability of an organisation to implement this important tool. This paper attempts to fill this gap, and thus, proposes a conceptual framework of TQM implementation capability. This framework includes integrated relationships based on several constituent models, that is, management commitment, affective communication, person–environment fit and organisational support. The seven propositions, derived from these elements, highlight the dynamic relationship between the antecedents of TQM implementation capability. Different human resource concepts such as management commitment towards customers and organisation, quality team development through behavioural change and readiness to learn, person–environment fit, affective commitment and organisational support in the form of contextual support and structural support are used as antecedents for this purpose. The proposed framework can help organisations make the process of TQM implementation effective through developing or enhancing their TQM implementation capability.

Managing Dengue Outbreak in Lahore, Pakistan: Efficacy of Government Response and Lessons for the Future

This article aims at exploring and analyzing reasons for the spread of dengue outbreak in Lahore, Pakistan, in 2011. This led to about 300 deaths. Also, this study intends to review the appropriateness of government response in managing the dengue outbreak. The contributing factors in the spread of dengue disease included, among others, the demographic structure of Lahore district, environmental conditions, and urbanization and slum development with lack of health facilities. Furthermore, managerial and coordination failures at the level of city district government aggravated the situation. The governance failure was manifested by the non-framing of dengue disease as a public policy concern, especially when it had affected almost 4,500 persons leading to three deaths in the year 2010. There were coordination failures with tertiary level health institutions, and the city government was unprepared. Concrete and effective steps were taken when chief minister of the Punjab province intervened personally. The strategy adopted by the provincial government was so successful that in the year 2012, there were only 252 dengue cases and no deaths were reported. However, there is still need to improve coordination at the city government level and to institute a preventive regime to manage an outbreak in the future.

Assessment of KM processes in a public sector organisation in Pakistan: bridging the gap

Abstract Organisations implement Knowledge Management (KM) processes to become more efficient and competitive. Due to differences in the goals and cultural practices between the public and private sectors, KM practices meant for the private sector cannot be applied to the public sector without appropriate modifications and vice versa. This case study assesses the KM processes of a public sector organisation in Pakistan, viz. Planning Commission, by using qualitative and quantitative approaches. The results and findings are based on twenty-six (26) interviews and a questionnaire-based survey of sixty (60) employees. The results highlight KM issues in four KM process areas: knowledge discovery, knowledge capture, knowledge sharing, and knowledge application. The study also identifies gaps that exist for adopting knowledge-based practices in the case study organisation. These are lack of institutional repository, formally designed and implemented training programmes, informal networking, and brainstorming, etc. The paper also proposes illustrative KM mechanisms that would facilitate the Planning Commission in introducing a formal knowledge management strategy to fill the identified gaps.

Absence of Vertical Linkages and the Quest for Decentralized Service Delivery in Pakistan: An Innovation under Constraints

Local Government Ordinance, 2001 aimed to create a service-orientated local government by devolving many public services from the provincial to local levels. However, in many cases, local governments either did not have the capacity to manage them or the services extended across different geographic jurisdictions. The new system also restructured the three sub-national levels but without any vertical hierarchical linkages between them, and asked them to coordinate public service provision between them. This article suggests different remedies, including developing vertical administrative linkages and the reconstitution of Zila Mushawarat Committee to undertake coordination functions at intra-district level.