Implementing TQM: a contingency approach to intervention and change

Abstract

Traditional approaches to the implementation of TQM in an organization do not address the social aspects of intervention and change. This paper describes two action research cases of TQM implementation in higher education in the context of contingency theory and associated factors that emerged during the intervention and attempted transformation. The analysis suggested that factors such as goal alignment, motivation, role uncertainty, leadership and others are variables that can affect the success of the intervention. It is proposed that a contingency approach is appropriate in the development of a TQM implementation strategy.