Thesis (M.E.S.)--Evergreen State College, 2009. / "June, 2009." Title from title screen (viewed 4/8/2010). Includes bibliographical references (leaves 48-54).

Thesis (M.B.A.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 150-151).

Corporate social responsibility has become part of the economic terminology since the seventh decade of the 20th century. From the beginning of the 21st century this context extended and multidimensional with several economic, social and legal connections. Corporate social responsibility focuses not just on the companies’ revenues, but also on the ways, companies achieve these profits. Social responsibility means satisfying stakeholders’ expectations, and the managing of economic, environmental and social aspects in relations with stakeholders in every area of influence: the workplace, market and community. The organizations should address these issues from a strategic point of view. Necessity to strengthen the quality strategy and technology is increasingly seen as a way to sustain competitive advantage of organisations and also a way to overcome disappointments with quality standards and programs in order to survive in today’s global competitive marketing. [S1]    The aim of the quality movement is to enable organizations to deliver high quality services in the shortest possible time to market, at minimum cost, and in a manner that emphasizes human dignity, work satisfaction, and mutual and long-term loyalty between the organization and its stakeholders. As such, TQM has a strong ethical dimension, advocating the importance of considering the interests of stakeholders. Quality management models and methodologies established on the extensive principles of quality are seen as a basis and catalyst for effective CSR in companies. There is not much research done on the influences and effects of TQM on CSR development[S2] . The primary aim of the research is to review corporate social responsibility within a total quality management framework.[S3]    Therefore the research question for this study has been identified as, how quality management can act as a basis and key catalyst for developing CSR in companies?[S4]    Keeping this question in mind, a quantitative content analysis through annual reports of the 28 companies was chosen and various reliable Scientifics scientifics reports were extensively reviewed and analysed. This study aims to find if there is any connection between companies' characteristics and the amount of integrated information of the TQM &andCSR appearance in their annual reports.[S5]    As a result, tThe author tries to analyse developments in corporate social responsibility (CSR) in terms of standardization. Different graphs are generated in order to demonstrate the role of TQM on CSR development. As a result, we understood that most of the companies try to be certified by different ISO standards in order to improve their business quality and better satisfy stakeholders and customers’ expectations. In such a way, theyrealized that they should pay more attention to the environment,economic and social aspect of their business performance.[S6]    Keywords   Total Quality Management, Corporate Social Responsibility, International Organization for Standardization, Stakeholder Theory  [S1]Background  [S2]Problem  [S3]Aim  [S4]Research question  [S5]Method  [S6]Result

Organisations can deploy Total Quality Management (TQM) through company quality programmes in order to achieve improved business performance. A review and analysis of TQM literature found that the areas of strategic quality management, quality practices and quality activities (tools and techniques) have evolved largely independently without relationships being established. Employee involvement (EI) is a key element of TQM yet the involvement of individuals in specific quality activities is an under-researched topic. The aim of this research is to propose a framework which links these areas and provides a methodology for manufacturing organisations to use to link quality activities to strategic quality requirements and therefore facilitate the management of their quality programme. Exploratory case study research has underpinned the research methods adopted. Information about the deployment of TQM through quality programmes via quality practices and quality activities was gathered through interviews, documentation and surveys. Specific details regarding the actual quality activities engaged in by individuals were obtained by participant observation. The data was evaluated both within case and cross case using a selection of methods. Findings have resulted in the creation of two unique frameworks. The first, the Quality Programme, Quality Activities and Performance (QPQAP) framework, provides a structure to link strategic quality requirements to quality activities via performance measures and includes a feedback process to facilitate continuous improvement and sustain the quality programme. Quality Function Deployment (QFD) has been adapted to deploy the QPQAP Framework and an analysis process developed. The second framework describes an Activity Classification System (ACS) that can be used to categorise and analyse an individual’s day-to-day quality activities and judge the application and effectiveness of these activities. Combined, these frameworks provide a Quality Programme Management Framework which enables organisations to make decisions about the application of quality activities and adjustments necessary to improve performance and fulfil strategic quality requirements.

published_or_final_version / Business / Doctoral / Doctor of Philosophy

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

With Chiptech’s current growth rate and size it has become necessary to develop a Quality Management System to enable repeatability, meet customer demands, and protect Chiptech from staff turnover. ISO 9001 was identified as a base for development, with the imperative that the system identified and developed must deliver value for Chiptech. Several frameworks were investigated, along with journal articles and discussions with industry members in order to determine the aspects that would deliver value, and determine the key success factors. Two factors were identified as critical: employee involvement, and the utilisation of metrics – both of which were leveraged for the project results and recommendations. The systems developed have already proved they offer benefits, however, in order to maintain performance Chiptech must a) keep evaluating the measured results, b) ensure that quality forms an integral part of the organisational culture and, c) continue the systematic approach of continual improvement.