EFFECT OF ORGANIZATIONAL CULTURE ON TQM IMPLEMENTATION IN A MULTI-STAKEHOLDER ENVIRONMENT (EVENTS)

Abstract

This dissertation seeks to investigate the impact of organizational culture on Total Quality Management (TQM) in a multi-stakeholder environment, specifically the events industry in Singapore. The main objective of this study is to determine the relationship between an organizational culture and TQM implementation in a multi-stakeholder environment (project – level) and within an organization. In achieving this man objective, a secondary objective lies in the identification of variations in the level of TQM implementation across the different cultural profiles in a multi stakeholder environment and within an organization. In achieving these objectives, two main hypothesis are tested. Firstly, that Organizational culture is significantly related to TQM practices and that TQM practices vary with different organizational culture orientation and secondly, that the relationship between organizational culture and TQM differs at a project level when compared to the organizational level. In order to test the hypothesis, cluster analysis, factor analysis and a series of ANOVA analysis was carried out. There were three main findings; Namely (1) that TQM implementation was different and lower at a project level; in a multi-stakeholder environment (2) that cultural shifts take place on an events planning team and (3) that an adhocracy culture was more prominent in a project team.