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      Institutional contradiction and management control innovation: A field study of total quality management practices in a privatized telecommunication company

      Sharma, Umesh Prasad; Lawrence, Stewart R.; Lowe, Alan
      DOI
       10.1016/j.mar.2010.03.005
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      Sharma, U., Lawrence, S. & Lowe, A. (2010). Institutional contradiction and management control innovation: A field study of total quality management practices in a privatized telecommunication company. Management Accounting Research, 21(4), 251-264.
      Permanent Research Commons link: https://hdl.handle.net/10289/4098
      Abstract
      The purpose of this paper is to theorise the changes surrounding the introduction of a management control innovation, total quality management (TQM) techniques, within Telecom Fiji Limited. Using institutional theory and drawing on empirical evidence from multiple sources including interviews, discussions and documents, the paper explicates the institutionalization of these TQM practices. The focus of the paper is the micro-processes and practice changes around TQM implementation, rather than the influence of the macro-level structures that are often linked with institutional theory. The change agents used Quality Action Teams and the National Quality Council to introduce new TQM routines. The present study extends the scope of institutional analysis by explaining how institutional contradictions impact to create and make space for institutional entrepreneurs, who in turn, modify existing routines or introduce new routines in fluid organizational environments which also exhibit evidence of resistance.
      Date
      2010
      Type
      Journal Article
      Publisher
      Elsevier
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      • Management Papers [1101]
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