Establishing Mutual Dependence Between TQM and the Learning Organisation: A Multiple Case Study Analysis

Increased competition has motivated managers world-wide to evaluate their competitive strategies and management practices with the aim of improving organisational performance. Total Quality Management (TQM) and the Learning Organisation (LO) concept are seen as two independent change strategies. Many companies have misunderstood the reality that TQM based on continuous improvement requires a commitment to learning - and TQM is a means to a learning organisation culture. There is also little empirical evidence in the literature to support the proposition that these two concepts are dependent on each other. In order to establish dependence, qualitative data was gathered from five Australian companies that had established practices in the TQM field. Characteristics of the learning organisation based on Garvin and Senge's principles were identified. Cross case content analysis was then undertaken to verify the dependence between the concepts of TQM and learning organisations. Our analysis shows that there are six emerging themes/traits that are common to both concepts: vision/strategy; information and analysis/knowledge; human resource development/communication, recognition; strategic planning/customer focus, process management/benchmarking; and a climate of continuous improvement and learning. Based on our findings, we conclude that the TQM principles and concepts underpin the evolution of the learning organisation.