Strategic (MIS)FIT: The implementation of TQM in manufacturing organizations

C.D. Zatzick; T.P. Moliterno; T. Fang

doi:10.1002/smj.1988

Strategic (MIS)FIT: The implementation of TQM in manufacturing organizations

C.D. Zatzick, T.P. Moliterno, T. Fang

Research output: Contribution to Journal › Article › Academic › peer-review

Abstract

This paper explores how fit with the organization's strategic orientation relates to performance following total quality management (TQM) implementation. Conceptualizing the organization as a system of interrelated activities, we propose that TQM is an 'elaborating element' that achieves internal fit when the core elements of the activity system are orientated toward a 'cost leadership' rather than 'differentiation' strategic position. When internal fit occurs, TQM drives tighter interactions among core elements in the activity system, resulting in greater performance. Using longitudinal data from a sample of 780 manufacturing organizations, we find that TQM is positively related to performance for cost leaders, but negatively related to performance for differentiators. Our findings support the contingency perspective whereby internal fit serves as an overarching contextual factor influencing TQM success. Copyright © 2012 John Wiley & Sons, Ltd.

Original language	English
Pages (from-to)	1321-1330
Journal	Strategic Management Journal
Volume	33
Issue number	11
DOIs	https://doi.org/10.1002/smj.1988
Publication status	Published - Nov 2012
Externally published	Yes

Access to Document

10.1002/smj.1988

Persistent URL (handle)

Copy link address

Cite this

@article{82c40ae09c204a0584a21f707f902070,

title = "Strategic (MIS)FIT: The implementation of TQM in manufacturing organizations",

abstract = "This paper explores how fit with the organization's strategic orientation relates to performance following total quality management (TQM) implementation. Conceptualizing the organization as a system of interrelated activities, we propose that TQM is an 'elaborating element' that achieves internal fit when the core elements of the activity system are orientated toward a 'cost leadership' rather than 'differentiation' strategic position. When internal fit occurs, TQM drives tighter interactions among core elements in the activity system, resulting in greater performance. Using longitudinal data from a sample of 780 manufacturing organizations, we find that TQM is positively related to performance for cost leaders, but negatively related to performance for differentiators. Our findings support the contingency perspective whereby internal fit serves as an overarching contextual factor influencing TQM success. Copyright {\textcopyright} 2012 John Wiley & Sons, Ltd.",

author = "C.D. Zatzick and T.P. Moliterno and T. Fang",

year = "2012",

month = nov,

doi = "10.1002/smj.1988",

language = "English",

volume = "33",

pages = "1321--1330",

journal = "Strategic Management Journal",

issn = "0143-2095",

publisher = "John Wiley and Sons Ltd",

number = "11",

}

TY - JOUR

T1 - Strategic (MIS)FIT

T2 - The implementation of TQM in manufacturing organizations

AU - Zatzick, C.D.

AU - Moliterno, T.P.

AU - Fang, T.

PY - 2012/11

Y1 - 2012/11

N2 - This paper explores how fit with the organization's strategic orientation relates to performance following total quality management (TQM) implementation. Conceptualizing the organization as a system of interrelated activities, we propose that TQM is an 'elaborating element' that achieves internal fit when the core elements of the activity system are orientated toward a 'cost leadership' rather than 'differentiation' strategic position. When internal fit occurs, TQM drives tighter interactions among core elements in the activity system, resulting in greater performance. Using longitudinal data from a sample of 780 manufacturing organizations, we find that TQM is positively related to performance for cost leaders, but negatively related to performance for differentiators. Our findings support the contingency perspective whereby internal fit serves as an overarching contextual factor influencing TQM success. Copyright © 2012 John Wiley & Sons, Ltd.

AB - This paper explores how fit with the organization's strategic orientation relates to performance following total quality management (TQM) implementation. Conceptualizing the organization as a system of interrelated activities, we propose that TQM is an 'elaborating element' that achieves internal fit when the core elements of the activity system are orientated toward a 'cost leadership' rather than 'differentiation' strategic position. When internal fit occurs, TQM drives tighter interactions among core elements in the activity system, resulting in greater performance. Using longitudinal data from a sample of 780 manufacturing organizations, we find that TQM is positively related to performance for cost leaders, but negatively related to performance for differentiators. Our findings support the contingency perspective whereby internal fit serves as an overarching contextual factor influencing TQM success. Copyright © 2012 John Wiley & Sons, Ltd.

U2 - 10.1002/smj.1988

DO - 10.1002/smj.1988

M3 - Article

SN - 0143-2095

VL - 33

SP - 1321

EP - 1330

JO - Strategic Management Journal

JF - Strategic Management Journal

IS - 11

ER -

Strategic (MIS)FIT: The implementation of TQM in manufacturing organizations

Abstract

Access to Document

Persistent URL (handle)

Fingerprint

Cite this