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Please use this identifier to cite or link to this item: http://bura.brunel.ac.uk/handle/2438/1310

Title: TQM and CSR nexus
Authors: Ghobadian, A
Gallear, D
Hopkins, M
Keywords: Total quality management
Corporate social responsibility
Quality assurance
Publication Date: 2007
Publisher: Emerald
Citation: International Journal of Quality and Reliability Management 24(2): 704-721
Abstract: Purpose: The aim of this paper is to explore the similarities and differences between Total Quality Management (TQM) and Corporate Social Responsibility (CSR). Moreover, the paper considers the implications of these similarities and differences for the future development of TQM and CSR. Methodological approach: Structured discourse analysis is used to systematically explore these two discursive subjects. Both concepts encompass discursive ideas and practices. Findings: Our analyses suggest that the two concepts share similar philosophical roots, that there is a substantial overlap between the elements of the two concepts, and that the ultimate expected outcomes shows significant similarities. Despite these similarities however, implementation of TQM will not necessarily result in CSR. Practical implications: Our findings lead to the conclusion that it is important to recognise the specific needs of CSR and include them as an implicit part of TQM. This conclusion has an important practical and descriptive theoretical implication and the extent to which CSR is diffused as a part of TQM depends on it. Research implications: Our analysis highlights the need for the development of a descriptive theory, that is to say, the identification of the mechanism(s) through which elements of CSR could be developed and implemented alongside that of TQM. Original/value: The question of the intersection between CSR and TQM has attracted the interest of other researchers. The majority of the previous work is normative. We contribute to this developing literature by adopting a systematic discursive approach using philosophy, elements of TQM / CSR process and outcomes as the framework for the analysis.
URI: http://bura.brunel.ac.uk/handle/2438/1310
DOI: http://dx.doi.org/10.1108/02656710710774683
ISSN: 0265-671X
Appears in Collections:Business and Management
Brunel Business School Research Papers

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