Whilst the concept of quality circles is well established in the management lexicon, knowledge management is a much more recent addition. The aim of this paper is to show that…
Abstract
Whilst the concept of quality circles is well established in the management lexicon, knowledge management is a much more recent addition. The aim of this paper is to show that these two concepts, together with a number of others, are closely linked and are all aspects of a much more fundamental concept – organisational development. The paper illustrates this by looking at a quality circle and a knowledge management application in two West Midland SMEs and highlighting the similarities and dissimilarities between the two. Finally the paper discusses the factors that, in the author’s experience, predispose an organisation to be successful in terms of such initiatives.
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Stan Zetie, John Sparrow, Alan Woodfield and Tom Kilmartin
Examines the reasons why TQM has had relatively little impact in thehospitality sector and recognizes the greater risks involved inimplementing TQM as opposed to a more…
Abstract
Examines the reasons why TQM has had relatively little impact in the hospitality sector and recognizes the greater risks involved in implementing TQM as opposed to a more “technique‐based” implementation. Identifies two requirements for successful implementation – the right initial conditions (which reduce the perceived risk) and the need for an appropriate environment within which TQM can flourish. In the latter context, four key concepts are identified: “external awareness”, “change potential”, “motivation”, and “manoeuvrability”. Comparisons are drawn with manufacturing organizations which identify some of the reasons for the greater impact in that sector. Concludes by identifying some ways in which the hospitality sector could start to close the gap.
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John P. Wilson and Larry Campbell
International Organization for Standardization (ISO) 9001: 2015 quality management systems places an obligation on organizations to consider the role of organizational knowledge…
Abstract
Purpose
International Organization for Standardization (ISO) 9001: 2015 quality management systems places an obligation on organizations to consider the role of organizational knowledge as a resource. The purpose of this paper is to systematically relate the key fundamentals of knowledge management to the seven quality management principles of ISO 9001: 2015. It is the first to consider this relationship.
Design/methodology/approach
The paper traces the history of quality standards and the background to the inclusion of an organizational knowledge clause in ISO 9001: 2015. It then systematically considers the seven quality management principles in relation to knowledge management principles.
Findings
The core elements of the knowledge management standard are incorporated with the organizational knowledge clause. Explicit and tacit knowledge are addressed by the ISO standard. Knowledge and its management will become increasingly important in organizations driven by ISO certification requirements.
Research limitations/implications
ISO 9001: 2015 was released in September 2015 which means that organizations have yet to apply the organizational knowledge clause. This paper is a conceptual one which needs to be complemented with empirical research.
Practical implications
This paper identifies the role of knowledge management principles as they apply to ISO 9001: 2015 and the seven quality management principles. More than 1.1 million organizations are certified to ISO 9001, plus many others who use the standard informally. Those involved with organizational quality will need to understand the role of knowledge in the organization.
Social implications
Quality services and products need to be underpinned with strategic knowledge management.
Originality/value
This paper is the first to discuss knowledge management in relation to the seven quality management principles which assist the development of policy for quality management.