TQM implementation in LDCs: driving and restraining forces

Abstract

Reveals that the available literature on TQM implementation emphasizes the experiences of firms in industrialized nations, and studies dealing with the challenges of implementing TQM in less developed countries (LDCs) are limited. Examines the factors that influence the successful implementation of TQM in LDCs with a particular focus on the countries of Sub‐Saharan Africa (SSA). Using force‐field analysis, identifies the primary environmental factors expected to drive or restrain TQM implementation in SSA and proposes some approaches for enhancing its success. Suggests that advance knowledge of the factors that are likely to promote or obstruct TQM implementation would enable managers in SSA countries to develop more effective strategies that will enhance the chances of implementation success. Asserts that adopting the TQM approach can help to improve the quality of goods and services in SSA countries, increase their export capabilities and facilitate the achievement of their development goals. Cautions that in SSA countries it is not enough that top managers in individual firms commit to the TQM process, noting that, in contrast to industrialized nations, SSA governments play a much more prominent role in economic activity, including direct ownership of major enterprises. Hence, argues that the unwavering support of African governments is crucial if TQM is to be successfully introduced and sustained in private and public organizations in SSA.

Citation

Mersha, T. (1997), "TQM implementation in LDCs: driving and restraining forces", International Journal of Operations & Production Management, Vol. 17 No. 2, pp. 164-183. https://doi.org/10.1108/01443579710158032