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dc.contributor.authorSharma, Umesh Prasad
dc.contributor.authorLawrence, Stewart R.
dc.contributor.authorLowe, Alan
dc.date.accessioned2010-07-05T22:21:20Z
dc.date.available2010-07-05T22:21:20Z
dc.date.issued2010
dc.identifier.citationSharma, 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.en_NZ
dc.identifier.urihttps://hdl.handle.net/10289/4098
dc.description.abstractThe 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.en_NZ
dc.language.isoen
dc.publisherElsevieren_NZ
dc.subjectinstitutional theoryen_NZ
dc.subjecttotal quality managementen_NZ
dc.subjectinstitutional contradictionsen_NZ
dc.subjectTelecom Fiji Limiteden_NZ
dc.subjectroutinesen_NZ
dc.titleInstitutional contradiction and management control innovation: A field study of total quality management practices in a privatized telecommunication companyen_NZ
dc.typeJournal Articleen_NZ
dc.identifier.doi10.1016/j.mar.2010.03.005en_NZ
dc.relation.isPartOfManagement Accounting Researchen_NZ
pubs.begin-page251en_NZ
pubs.elements-id35562
pubs.end-page264en_NZ
pubs.issue4en_NZ
pubs.volume21en_NZ


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