Using interventions to change the quality profile of an organisation

Abstract

PurposeThe 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.Design/methodology/approachData 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.FindingsThis 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.Research limitations/implicationsThis paper sheds light on the need to study the adoption of individual quality principles and the evolution of the quality profile of an organisation.Practical implicationsThe results can provide insights for organisations aiming to embark on a quality programme, specifically how to design and develop a quality profile.Originality/valueThis 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.