The power of quality models: The example of the SIQ model for performance excellence

Quist, J; Skålén, P; Clegg, SR

The power of quality models: The example of the SIQ model for performance excellence

Quist, J Skålén, P Clegg, SR

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Publication Type:: Journal Article
Citation:: Scandinavian Journal of Management, 2007, 23 (4), pp. 445 - 462
Issue Date:: 2007-12-01

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Field	Value	Language
dc.contributor.author	Quist, J	en_US
dc.contributor.author	Skålén, P	en_US
dc.contributor.author	Clegg, SR https://orcid.org/0000-0001-6083-4283	en_US
dc.date.issued	2007-12-01	en_US
dc.identifier.citation	Scandinavian Journal of Management, 2007, 23 (4), pp. 445 - 462	en_US
dc.identifier.issn	0956-5221	en_US
dc.identifier.uri	http://hdl.handle.net/10453/5251
dc.description.abstract	Most contemporary total quality management (TQM) practice is influenced, directly or indirectly, by structured, acontextual and standardized quality models. The present paper focuses on the strategic introduction of one such model, namely the Swedish Institute for Quality (SIQ) model for performance excellence, in a Swedish public-sector organization, which we refer to as 'the Authority.' We take our theoretical stance from Foucault's concept of 'power/knowledge.' In describing the case, we focus on the management team of one of the Authority's ten regions. Our analysis shows the members of the management team using the SIQ model to objectify both the organization and themselves as managers. However, contrary to many critical or managerial accounts, the SIQ model was not totalizing: management subjectivities changed but were not entirely reconstituted, and some resistance to them was generated by the members of the management team, in their role as professionals. © 2007 Elsevier Ltd. All rights reserved.	en_US
dc.relation.ispartof	Scandinavian Journal of Management	en_US
dc.relation.isbasedon	10.1016/j.scaman.2007.08.003	en_US
dc.subject.classification	Business & Management	en_US
dc.title	The power of quality models: The example of the SIQ model for performance excellence	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	23	en_US
utslib.for	1503 Business and Management	en_US
dc.location.activity	Honolulu, HI
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	4	en_US
pubs.publication-status	Published	en_US
pubs.volume	23	en_US

Abstract:

Most contemporary total quality management (TQM) practice is influenced, directly or indirectly, by structured, acontextual and standardized quality models. The present paper focuses on the strategic introduction of one such model, namely the Swedish Institute for Quality (SIQ) model for performance excellence, in a Swedish public-sector organization, which we refer to as 'the Authority.' We take our theoretical stance from Foucault's concept of 'power/knowledge.' In describing the case, we focus on the management team of one of the Authority's ten regions. Our analysis shows the members of the management team using the SIQ model to objectify both the organization and themselves as managers. However, contrary to many critical or managerial accounts, the SIQ model was not totalizing: management subjectivities changed but were not entirely reconstituted, and some resistance to them was generated by the members of the management team, in their role as professionals. © 2007 Elsevier Ltd. All rights reserved.

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http://hdl.handle.net/10453/5251