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• W3012447046 abstract "Purpose The paper aims to identify key human and operational focused barriers to the implementation of Total Quality Management (TQM). It develops a comprehensive structural relationship between various barriers to successfully implement TQM for sustainability in Indian organizations. Design/methodology/approach With the help of expert opinions and extant literature review, we identified the case of TQM failure companies and barriers to implement TQM effectively. Interpretive Structural Modeling (ISM) and fuzzy MICMAC techniques are employed to develop a structural model and the identified barriers are categorized based on their dependence and driving power in the various categories. Findings From the intensive case analysis, we identify fourteen barriers that constrain the successful implementation of TQM. The findings also provide a hierarchy of barriers in which the absence of top management involvement and ineffective leadership are the human barriers having the highest dependence. Research limitations/implications The critical inputs show the implementation of TQM in the firms being more proactive and well prepared in the selected five companies. The study's emphasis on barriers will help organizations in implementing TQM for better sustainability in an organizational context. Originality/value In the successful implementation of TQM, barriers need to be identified because failure has often eliminated the organizations from the market. Thus, TQM is the source of strength to achieve higher productivity, profitability, and sustainable business performance. The barriers must be identified to improve organizational performance to contribute to sustainable development." @default.
• W3012447046 created "2020-03-23" @default.
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• W3012447046 date "2020-03-17" @default.
• W3012447046 modified "2023-10-14" @default.
• W3012447046 title "Barriers to Total Quality Management for sustainability in Indian organizations" @default.
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• W3012447046 doi "https://doi.org/10.1108/ijqrm-10-2019-0312" @default.
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