TQM a canned approach is likely to be met with scepticism and ultimately fail because it is not adapted to the uniqueness of a particular organization. TQM is particular susceptible to this phenomenon, because some adherents adopt almost a religious fervour. However, do not copy any particular model but use relevant basic principles such as an emphasis on quality, continuous analysis of tasks to improve performance, and work with suppliers to enable the organization to start with high quality supplies. According to Burden and Practor (2000) defined TQM should be seen as a process, not a program. On the other hand, TQM should be integrated into ongoing SCA, and the focus should be on how an organization can better accomplish its goals and sustained the competitive advantage.
In addition, the most important should do worth repeating is to involve employees in the decision making process. As a specific aspect of this, create “atmosphere of amnesty”, which means the organization must feel free to growth innovation needs. Emphasize client feedback and both quantitative and qualitative performance tracking.
The overall implication is that TQM certainly provides a sound systemic foundation for managing quality on which organizations can further build their competence and capabilities as well as other strategies to achieve multidimensional competitive advantage, including innovation. From a practical point of view, organizations that want to pursue innovation performance are recommended to adopt TQM and sustained it with other practices and techniques relating to research and development (R&D) and technology management. Future studies in this area therefore should be focused on investigating the compatibility of TQM with those practices in determining ...