Re-thinking TQM: Toward a framework for facilitating learning and change in construction organizations

Peter E.D. Love, Heng Li, Zahir Irani, Gary D. Holt

Research output: Journal article publicationReview articleAcademic researchpeer-review

38 Citations (Scopus)


Organizations in the construction industry have eschewed implementing TQM practices because short-term benefits are relatively minimal. As a result, re-engineering has emerged as an alternative to change. Albeit re-engineering seeks radical performance improvements, the path to its implementation is incremental. Therefore, organizational change should be viewed as a continuous process rather than a static or "one-off" event. Before construction organizations consider implementing re-engineering initiatives, they should re-address their existing approaches to quality, so that an adaptive learning TQM culture can be cultivated. In striving for this ambition and based on a review and synthesis of the literature, a framework for facilitating organizational learning and change in construction organizations is presented.
Original languageEnglish
Pages (from-to)107-116
Number of pages10
JournalTQM Magazine
Issue number2
Publication statusPublished - 1 Dec 2000


  • BPR
  • Continuous improvement
  • Organizational change
  • Organizational learning
  • TQM

ASJC Scopus subject areas

  • Applied Mathematics

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