A political analysis of TQM and corporate culture change

This article explores the relationship between managerial strategy, organisation politics and TQM. It argues that the dominance of rationalistic accounts of TQM strategy has lead to insufficient attention being paid to the complexities of power relations and corporate decision making in organisations. Using case study evidence the paper questions the mechanistic or hard system analyses which proliferate TQM literature given that management is considered a political process. I suggest a detailed examination of politics and interpersonal relations would provide a more holistic understanding of TQM implementation issues, though as the case under investigation demonstrates appreciation and awareness of political dynamics does not necessarily mean successful adoption of TQM.