Abstract
This article illustrates the experiences of an Australian subsidiary which implemented a quality programme developed by its European parent company. It discusses the strengths and weaknesses of a low-profile approach to quality improvement, as compared to highly visible programmes. Employees at various levels in the organization describe why their attitudes to quality and the company have changed since the implementation of the quality programme.
| Original language | English |
|---|---|
| Pages (from-to) | 401-410 |
| Number of pages | 10 |
| Journal | Total Quality Management |
| Volume | 7 |
| Issue number | 4 |
| DOIs | |
| Publication status | Published - 1996 |