A study of the transition from ISO 9000 to TQM in the context of organisational learning

Investigates why some companies make a successful transition from ISO 9000 to TQM while others experience difficulty or failure. Identifies factors influencing a successful transition and their significance in the context of organisational learning. Methodologies employed include literature reviews, analysis of secondary data, interviews, and case studies. Key transition factors emerging from the literature include executive mindset, comprising understanding and motivation. These were incorporated into an assessment framework, the Quality Transition Framework, based on the Pyramid of Organizational Development. Empirical research revealed additional factors as being significant. These expanded executive mindset to incorporate intent; in addition, a capacity and willingness to learn, and visionary or transformational leadership appeared to be of particular importance. Research conducted to date suggests it may have greater value as an explanatory model, but further empirical testing is required. Compares the proposed Model of Quality Transition with Kanji’s Process Innovation Framework. Proposes that another area of investigation is the possible synthesis of the two models.