英语翻译哦...麻烦大家不要在线翻译给我哦~
A tremendous wealth of advice is available on how
a company can go about implementing QM. Works in
this area include experience-based recommendations
(e.g. Fenwick, 1991; Dawson, 1995; Davis, 1997),
lessons based on case studies (e.g. Instone and Dale,
1989; De Cieri et al., 1991; McDonnell, 1992), identification
of barriers to implementation (e.g. Oakland
and Sohal, 1987; Eisen et al., 1992; Whalen and
Rahim, 1994), and reasons why QM programs fail
(e.g. Harari, 1993; MacDonald, 1993).
This literature, however, suffers from two main
shortcomings. First, lack of academic rigor, illustrated
by the rare presence of a methodology section in published
studies and the absence of a clear definition of
what is meant by QM content wise. Studies have usually
been exploratory, descriptive and/or prescriptive
in nature. Second, and related to the first deficiency,
these studies have been unable to offer a series of
underlying threads and principles which apply irrespective
of the characteristics of the company.