An innovation diffusion model of TQM implementation

Researchers and practitioners have acknowledged the need to understand caus al relationships among various elements of total quality management (TQM). In this paper, we model TQM as an organizational innovation. Using the inno vation diffusion perspective from the information systems and organizationa l innovation literature, we theorize that TQM implementation translates top management's quality intent into plant-level operational performance throu gh a four-stage process of adoption, adaptation, acceptance, and use. The t op management adopts the TQM philosophy in the first stage. This commitment influences the adaptation of the organizational members' ability and attit ude to the new quality management philosophy. In the acceptance stage, the organizational members demonstrate acceptance of the new quality focus thro ugh cooperative teamwork, relationships with suppliers, and quality-related learning. The diffusion of the new philosophy is confirmed through routini zation of core quality improvement through effective design, tracking, assu rance, and improvement of quality. The four-stage transformation process le ads to plant-level measures of product and process quality. We tested this framework on a sample of 407 plants in the automobile parts suppliers indus try and found good support for the model. Our results suggest that firms sh ould ensure appropriate technical and behavioral preparation of employees a nd suppliers before and concurrent to actual TQM implementation. Furthermor e, the results also suggest that firms should implement TQM in an integrate d fashion covering all sociotechnical elements detailed in our framework. I mplications of these findings for TQM practice and research are discussed.