Abstract
In line with the proposed precepts and deadly diseases of TQM by Deming (1986) and other quality management scholars, the academic literature on the role of top management in quality improvement programmes suggests a fundamental question: ‘why does the commitment from top management appear to have dropped off so dramatically?’ On a theoretical level, a review of the relevant literature reveals a strong consensus that top management commitment is essential for successful TQM implementation. However, whether this commitment actually exists in practice, is an empirical question that has received much less attention. In addressing these issues towards filling this void, this paper aims to generate preliminary observations on the various factors affecting the role played by top management in organizational environments with a TQM orientation. Implications are discussed to generate research propositions that focus on the interplay of upper and middle level management and employees' commitment.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
