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Abstract

This case study examines the implementation of Total Quality Management (TOM) in two food processing firms. The two firms, which are separate divisions of a large food processor, used different implementation strategies, management leadership and employee empowerment. These strategies are compared on a strengths-and-weaknesses basis. The analysis shows that the context in which TQM is implemented is an important factor when planning such a dramatic strategic change and that the implementation of TQM or any other managerial innovation requires building teamwork and devotion of significant resources by all stakeholders in a company.

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