The Relationship between Organisational Culture and TQM Implementation in Sri Lankan Licensed Commercial Banks Adrian Kishan Rosairo Student Number 12064645 April 2014 Dissertation for the degree ofMaster of Science in Management University of South Wales, UK. Abstract The purpose of this research is to explore the relationship between Organisational Culture (OC) and Total Quality Management (TQM) implementation in Sri Lankan Licensed Commercial Banks (SLLCBs). Although there are several literatures on TQM implementation and norms in national culture of Sri Lanka, there is limited or no research on the influence of Organisational Cultures and TQM implementation in the Sri Lankan banking sector of the service industry. This study whilst fulfilling this gap also contributes to the knowledge of organisational culture and the relationship of TQM implementation in Sri Lanka. Therefore the aim of this study will be to investigate the influence of OC on TQM. However the findings could be also used in other Sri Lankan sectors too. The methodology started with literate review in relevant area which led to proposal of the hypotheses. In order to validate the hypotheses research was carried out. The empirical data was collected from 15 licensed commercial banks out of the licensed overall 25 commercial banks in Sri Lanka. The research model used the Malcom Baldrige National Quality Award criteria as measure TQM implementation and Computing Value Framework for identifying culture profiles in SLLCBs. The findings of this study support that group culture and adhocracy culture positively effect the implementation of TQM. Interestingly, hierarchy culture also showed a positive relationship with the implementation of TQM in SLLCBs, this was an unexpected finding of the study. This research is one of the first of its kind in the banking sector in Sri Lanka and provides the managers of Sri Lankan banks the awareness of the dominant organisational cultures and its relationship to TQM implementation. In addition this research adds value through its contextual originality, as its believed that this study is one of the first studies on exploring the relationship of OC types and TQM implementation in Sri Lanka, using the MBNQA model and CVF in the banking sector. Therefore it also contributes to the very limited literature in this area specifically in Sri Lanka. Table of Contents Abstract i Table of Contents ii List of Figures v 1 Introduction 1 1.1 Background and Context 1 1.2 Aim and Objectives 2 1.3 Overview of Dissertation 3 2 Literature Review 5 2.1 Total Quality Management (TQM) 5 2.1.1 TQM Definition 6 2.1.2 ISO 9000 Quality Management System (ISO 9000 QMS) and TQM 6 2.1.3 Quality Awards Models 8 2.1.4 Malcolm Bridge National Quality Award (MBNQA) Criteria as a TQM Measurement Model 10 2.1.5 TQM implementation in Sri Lanka 11 2.2 Organizational Culture (OC) 12 2.2.1 Meaning and Definition of Organisational Culture 12 2.2.2 Measures of Organisational Culture 13 2.2.3 The Competing Values Framework and the Organisational Culture Assessment Instrument 14 3 Methodology 25 3.1 Research Philosophy 25 3.2 Research Approach 26 3.3 Research Design 26 3.4 Primary Data Collection 27 3.5 Initial Pilot Study 27 3.6 The Quantitative Survey Questionnaire 29 3.6.1 TQM Instrument 31 3.6.2 Organisational Culture Instrument 33 3.7 Sampling Issues 36 3.8 Questionnaire Response Rates 37 3.9 Ethical Issues 38 3.10 Pre-Testing and Validating Survey Instruments 38 3.11 Reliability and Validity 39 3.12 Sri Lankan context 39 4 Data Analysis and Findings 41 4.1 Response Rate 41 4.2 Content Validity 41 4.3 Questionnaire Reliability 42 4.4 Descriptive Analysis 43 4.5 Organisational Culture Profile 50 4.6 TQM Implementation 51 4.6.1 Correlation Analysis 53 4.6.2 Multiple Regression Analysis(MR) 54 5 Discussion of Findings 57 5.1 Discussion on Organizational Culture profiles findings 57 5.2 Discussion on TQM implementation findings 58 5.3 Discussion on the Influence of Organizational Culture on TQM implementation 59 5.3.1 Discussion of the Hypotheses Testing Findings 61 6 Conclusion and Critical Reflection 64 References 67 Appendix A Covering Letter 68 Appendix B – Questionnaire 69 Appendix C – Mutiple Regression Analysis 70 List of Figures Figure 1. The Competing Values Framework of Organisational Culture Adopted from Quinn & Rohrbaugh (1981) and Denison & Spreitzer (1991) 16 Figure 2. Descriptive Data – Position 46 Figure 3. Participants Age 47 Figure 4. Qualifications of Participants 47 Figure 5. Banks ISO/Non –ISO status 48 Figure 6. Participant Experience 48 Figure 7. Ownership Category 49 Figure 8. Participating Banks- Breakdown 49 1Introduction 1.1Background and Context In this age of globalization and increased global competition businesses are continuously looking at ways of being efficient. New initiatives and concepts are being developed and introduced, in an ever increasing pace in order to get better business results and to achieve sustainable competitive advantage (Wanberg & Banas, 2000) (Shah, 2011). The Sri Lankan Commercial banks are no exception to this condition. With banking products becoming more homogeneous in their product offerings, differentiation and efficiency through continuous service improvements are becoming the “name of the game”. Total quality management(TQM), considered as one of the key evolutions of management practices (Arumugam, et al., 2009) will assist the overall organisations towards achieving this objective. Total quality management (TQM) is also considered as one of the key evolutions of management practices (Arumugam, et al., 2009). TQM adaptation is necessary for organizations not only to increase business performance but also for survival (Yapa, 2012). Although Sri Lankan organizations should implement TQM practices to increase business productivity, such initiatives have to undergo huge barriers due to several negative reasons (Kaluarachchi, 2010). The biggest barrier of them all is, due to the “cultural and behavioural mismatch within Sri Lankan organizations when they try to practice quality management within their organizational boundaries” (Nanayakkara, 1992). Also when some Sri Lankan organizations try to take the initiative to implement, new management systems, reforms and innovative programmes, in Sri Lanka, these initiatives face a problem of match with the attitudes and skills of the members of the organizations (Kaluarachchi, 2010). As a result these programs end up merely technical, without adding any managerial value to the organizations (Samarathunga & Bennington, 2002). Despite the claimed benefits of TQM, there is also enough evidence in recent literature to indicate the high rate of issues and failures of TQM implementation. There are several reasons explained, by authors such as Mann and Kehoe (Mann & Kehoe, 1995), who discuss the management barriers for TQM implementation. Some have cited the lack of top team involvement whilst other authors have stated non favorable organizational environment (Whalen & Rahim, 1994), and controlled rigid routine organizational structure (Tata & Prasad, 1998) as the main reasons for TQM implementation, failure. It should also be noted at this stage that several scholars have also agreed that organizational culture (OC) is also one of the main stumbling blocks which contributes to the unsuccessful TQM implementation (McNabb & Sepic, 1995). Although there are several research studies done on the influence of OC and TQM practices, in other parts of the world, exploring the relationship of OC with TQM implementation also across various industries and sectors, research to this effect is very limited or not available in Sri Lanka. This research aims to fulfil this gap. It is also important in the context of Sri Lanka, specifically in the banking sector, where such research information on the influence of organizational culture on TQM implementation is made available and provided to practitioners. So that it will enable such managers of these banks, to make informed decisions to implement TQM successfully. This is another gap this research aims to fulfill. In order to fill these identified gaps this study aims to explore the relationships between organisational culture and TQM implementation in Sri Lankan Licensed Commercial Banks (SLLCBs) and address the following research question: – What is influence of OC types on Total Quality Management implementation levels in Sri Lankan Licensed Commercial Banks? 1.2Aim and Objectives The aim of this research is to explore the relationship between Organisational culture and TQM implementation in Sri Lankan Licensed Commercial Banks. Accordingly the objectives of this research in support of this aim are as below: To review critically the existing literature on organizational culture and Total Quality Management.To develop the research hypotheses based on the literature review.To collect primary data to test the hypotheses.To investigate the Organizational Culture profiles and the degree of TQM implementation in SLLCBs.To validate the hypotheses regarding the relationships of OC types with TQM implementation.To provide recommendations and guidelines to increase the level of TQM implementation for SLLCBs to enhance their competitiveness. 1.3Overview of Dissertation This research dissertation is presented in 6 sections. These sections are briefly summarized below; 1 Introduction In this part of dissertation an introduction is provided to the research with an overview outlining the background of the research. It provides an overall view of the research problem and the research question, followed by the aim and objectives of the research. Also it provides the importance of the research and at the end gives the structure followed in presenting the dissertation. 2 Literature Review This section provides a critical review of the existing literature and on the previous studies on the areas of research namely TQM and Organisational Culture. The literature reviewed provides the history and the progression of quality development and TQM. A description of the concept of TQM from the literature by quality gurus, empirical studies, quality awards and models are provided. It also goes on to provide a description of the most acceptable TQM elements. It discusses the importance of TQM on quality performance, competitive advantage and overall business performance. This section then proceeds to critically review the literature on organizational culture which describes the concept meaning and discusses the different instruments used to identify and measure the cultural types. It then goes on to discuss the type association between organisational culture types and TQM implementation in detail. This section concludes with proposing the different research hypotheses. 3 Methodology This section of the dissertation provides an explanation on the justification on the research philosophy, approach and design followed in this research study. It also provides information on the sampling and data collection methods used in this study. This section ends with an overview of this study in Sri Lankan context. 4 Findings presentation and Analysis This section of the dissertation analyses the empirically collected data from the questionnaire survey. Statistical Package for Social Sciences (SPSS) version 22 was used to analyse the data. The analysis include: reliability testing, descriptive statistical analysis, bivariate statistical analysis tests and multivariate statistical analysis tests. 5 Discussion of Findings This section of the dissertation discusses the descriptive findings as well as of hypotheses testing in greater detail. 6 Conclusion The dissertation ends with a summary of the research findings and the conclusions arrived. It also provides information on an unexpected result of this research. This section includes the contributions of this study as well as the practical implications. In addition the possible opportunities for further research are also provided in this section. This chapter end with highlighting also limitations of this research study. 2Literature Review The literature review critically analyses the relevant literature to demonstrate understanding of the research topic, it will also identify the main studies already done on the topic, different views and any gaps which exists in the conducted studies. (Hart, 1998). 2.1Total Quality Management (TQM) Although TQM is widely used as a business practice and a cited concept; in terms of the definition it has become a difficult area for academic scholars and practitioners, to agree. The difficulty has been due to, mostly, the various angles TQM has been looked at, by these scholars and practitioners. Such as, TQM is part of an organisation’s strategy (towards continuous change), philosophy, a process operationalization or even a fad (Jaspreet, 2009). It could be argued a fad, if we only look at quick fixes and results, and come to conclusion that, since we are not “like the Japanese” it is alright to give up quickly. It becomes only a process, if only the implementation aspects are looked at in isolation without also looking at the bigger picture in terms of the long term direction of the organization. TQM is only a philosophy, if we forget to look at it in a way that it is a specific solid way to implement improvements. Therefore TQM is a more a necessity to organizations, it is not a destination but a continuous journey (Ho, 1999). There have been several studies where the TQM definition has mostly been dependent on the subject of interest itself based on the authors, such as on HR management (Wilkinson, et al., 1998), leadership improvement (Peters & Waterman, 1982). Some of the TQM definitions are as follows: Ho defines (Ho, 1999 p.30) Total Quality Management as: “Total everyone associated with the company is involved in continuous improvement (including its customers and suppliers if feasible)’ ‘Quality customers’ expressed and implied requirements are met fully,’ ‘Management executives are fully committed’’ (Ho, 1999 p.30 ) TQM is a business practice which evolves continuously to improve and develop methods and procedures of doing business which cannot be copied by Competitors (Dale, 2003). In today’s business context the significance of quality is no more limited to the quality specifically associated with the onetime final product or service; it expands to delivery, distribution, management, customer care including all other organizational functions (Tan, 2002). With this level of implication of quality across functions of an organization’s activities, quality management seeks to achieve total quality by obtaining the participating members’ daily commitment (AL Nofal, et al., 2005). This is in agreement with other authors such as Prajogo and McDermott (2005) and Mohrman et al. (1995) whose definition of TQM are to do with ‘culture’ and a ‘management approach’ rather than merely a system. 2.1.1TQM Definition Taking the above in to account it could be summarised, that even with the differences in the above TQM definitions, there’s also agreement on some key areas. Based on this, the definition provided by Prajogo and McDermott (2005) is taken in this study, which includes most of these key points. According to, Prajogo & McDermott (2005), it is a management model that aims to meet customer needs/expectations, both internal and external through continuous improvement and involves or integrates all functions and processes within an organization. 2.1.2ISO 9000 Quality Management System (ISO 9000 QMS) and TQM This literature review also acknowledges the work of Total Quality Management “quality gurus” such as Ishikawa (Ishikawa, 1985), Deming (Deming, 1982) and Juran (Juran, 1988) whose contribution has shaped the practices and concepts of TQM. However it has to be mentioned that there is also a school of thought that these TQM concepts, by these gurus, were primarily based on their practices and therefore lacked explicit theory (Grant, et al., 1994). Although this was argued by scholars, with the view, that practicality of TQM concept does not necessarily mean that there is no underlying theory (Prajogo & McDermott, 2005). However, as it is evident from other academic studies (Hackman & Wageman, 1995) TQM has a theoretical concept in its underlying principles and practices. Further the concepts and practices of TQM have been formalised by the new initiatives such as quality certifications and quality award models. These models and systems aid to understand the TQM approach better and also serves as practical frameworks for implementing TQM practices. These are referred to as the Quality initiatives and have become immensely popular in the last 70 years (Uyar, 2008). The most popular two quality initiative models for TQM are: the Quality Awards and the new 2000 version of the ISO 9000. ISO 9000 originated from a non-governmental organization established in 1947 – the International Organization for Standardization (ISO) – and is an amalgamation of national standards from 130 countries. The European Committee for Standardisation in 2000, issued a revised ISO 9000:2000 standards, this replaced 1994 version, which had some limitations as a result fell behind the TQM standards and the famous international quality awards like the European excellence model (Lee, et al., 1999). Adoptability with TQM, focus, mainly, on quality assurance and standardisation of processes within the organisation was some of the limitations. However ISO 9001-2000 addressed these issues and included help for organisations to implement quality management systems, so that internal and external customer satisfaction and continuous improvement could be achieved through the organised management system (Jaffrey, 2004). The ISO 9000 quality management system therefore gained a lot of notice in the business world internationally (Gotzamani, 2005). The benefits of the standard, mostly, are from the previous experiences and also from the available literature of the major ISO certification bodies, such as the British Standards Institute (BSI), Lloyd’s Register Quality Assurance (LRQA) and SGS. Some of the benefits of ISO 9000 are: increased business due to customers’ perception of the organisation to be efficient and organised, reduced costs; high reputation with stakeholders (bsi group, n.d.) reduction in waste and better control. As mentioned by Johnson (1997) suggested there is also the benefit of becoming ISO 9000-certified, for non-European organisations to gain access to European markets. Although several studies (Hoyle, 1994); (McLachlan, 1996) highlighted further benefits of ISO 9000; in a scenario of up to 35 were mentioned, however there was no practical research data to support their claims (Douglas, et al., 2003). Further Sroufe and Curkovic (2008) stated that ISO 9000:2000 although tried fixing the problems from the earlier version, it still had some of its own limitations too. These limitations still echoed the same issue of the previous version where the standard was seen not to deliver strong or significant improvements in business results (Sroufe & Curkovic, 2008). It was also found from an Australian and New Zealand study that organisation’s certifications to ISO did not have a significant relationship with business improvement (Terziovski, 2006) and that the ISO 9000 certifications have no direct effect on operational performance (Lai & Cheng, 2005). Iverson (2002) indicated that ISO 9000 wasted resources in terms of the paperwork required to these standards, without significant return. Also there were studies to indicate that these standards were merely obtained by organisations to satisfy the customer pressures to be associated with such standards than to be genuinely more efficient (Willem, 2004). However, even with the above criticism, scholars (Sun, 2008) do agree that ISO 9000:2000 standards do assist in making system more efficient. As a result of this efficiency in the systems, it creates opportunity for continuous improvement of quality, which sets the stage for developing a TQM culture (Sun, 2008). This culture in the way of a single “homogeneous” culture is further looked in detail below, in comparison to the OC – the core of this research. Authors also mention that as a next step, from ISO 9000 standards, organisations should aim to implement TQM through the Quality Award Model criteria, which is an operational framework to implement TQM (Youssef & Zairi, 1995). The fundamental difference between ISO 9000 Quality Management Systems and Quality Awards is the availability of various certifications and significantly broader scope of the applications of the Quality Awards models (Kujala, 2002). 2.1.3Quality Awards Models It was in Japan, where quality awards came into force in the early 1950s (Vokurka, et al., 2000), although the popularity of these awards increased in the late 1980s and early 1990s, and several countries started different quality rewards after the success in Japan. The reason for this recognition was in order to support and promote other organisations to adopt and get the benefit of TQM principles. The three the popular awards are the Deming Prize (DP) from Japan, the Malcolm Baldrige National Quality Award (MBNQA) from the USA, and European Quality Award (EQA) from Europe (Mavroidis, et al., 2007). In accordance with the acceptance of various certifications and broader applications of these quality awards, it is agreed and there’s existing literature to support the rationale that the Quality Award model to be a kind of a stand-in and substitute for TQM (Kujala, 2002). These awards, as argued by several authors provide an operational framework for implementing the core of TQM (Curkovic, et al., 2000), and also at the same time act as incentives for organisations to implement TQM (Rawabdeh, 2008). Ghobadian and Woo (1996, p.11) lists the objectives of quality awards as : • “To increase awareness of the importance of the ‘quality of offerings’ and interest in ‘quality management’ because of their important contribution to superior competitiveness”. • “To encourage systematic self-assessment simultaneously against established criteria and market awareness”. • “To prompt co-operation between organisations on a wide range of non-commercially sensitive issues”. • “To stimulate the sharing and dissemination of information on successfully deployed quality strategies, and on the benefits derived from implementing these strategies”. • “To promote understanding of the requirements for the attainment of quality excellence and successful deployment of quality management”. • “To stimulate organisations to introduce quality management improvement processes”. According to, Ghobadian and Woo (1996 p.12 ) “The award models attempts to catalogue the principles of total quality management in a clear and accessible fashion”. This makes it easier for organisations to initiate and implement TQM programmes. Ghobadian and Woo’s (1996) also indicated that the awards models probably is also a way of showing both tangible and intangible processes which affect companies’ total quality and end results. These awards also give an opportunity for organisations to measure themselves or to benchmark against international standards, which is a useful ingredient for improvement. Although every award has its own principles they have a common underlying philosophy. Vokurka et al. (2000) analysis revealed that these major quality awards had many common aims. However, they highlighted that the definitions and approaches were not the same across these awards. The awards have become very popular with the top management of many businesses. For example, it is said that MBNQA has influenced the behaviour of US businesses more than any other award process (Ghobadian & Woo, 1996). 2.1.4Malcolm Bridge National Quality Award (MBNQA) Criteria as a TQM Measurement Model In order to evaluate the extent to which Sri Lankan Licensed Commercial Banks (SLLCBs) have implemented and committed themselves to TQM, this study uses the widely cited MBNQA criteria and categories. The reasons for choosing these criteria are due to several reasons highlighted below: The government of Sri Lanka implemented Sri Lanka National Quality Award (SLNQA) initiative, which was developed in line with the full model of Malcolm Baldrige National Quality Award (MBNQA) (Wickramasinghe, 2012), to secure overseas recognition of Sri Lanka’s quality capabilities (Tan, 2002), therefore is the appropriate tool to measure the level of TQM implementation in Sri Lankan organisations.The MBNQ Award “not only codifies the principle of quality management in clear and accessible language but, it also provides companies with a comprehensive framework for assessing their progress towards the new paradigm of management and such commonly acknowledged goals as customer satisfaction and increased employee involvement” (Garvin, 1988).The level of TQM implementation has been successfully measured in several studies, by using Quality awards which represents the TQM constructs in practice. (Dean & Bowen, 1994, Black & Porter, 1996). The MBNQA criteria were selected in this study to measure the level of TQM implementation. This award has six organizational practices criteria, which embodies TQM practices and one business result criteria. The six criteria are namely leadership, customer focus, strategic planning, information and analysis, human resource development and process management. 2.1.5TQM implementation in Sri Lanka In current business world adoption of total quality management (TQM) is required not only for making profits but it is also a survival tool for organisations. It is therefore vital for Sri Lankan companies especially in the service sector to take up and implement TQM principles and systems (Yapa, 2012). The government of Sri Lanka implemented Sri Lanka National Quality Award (SLNQA) programme, which was developed in line with the full model of Malcolm Baldrige National Quality Award (MBNQA) (Wickramasinghe, 2012), for this reason . Further quality is now considered as one of the significant requirements to compete both in domestic and overseas markets and also is a competitive advantage for the organizations (Hendricks & Singhal, 1997). Taking this in to account organisations from developed countries has implemented ‘excellence’ programmes such as ISO 9000 QMS and TQM. These have assisted organisations to achieve a greater market share (Deming, 1982) and access to markets (Douglas, et al., 2003), which has facilitated better choice for customers with quality products and services, resulting with a final outcome of satisfied customers and better business performance for the organisation. Therefore at Macro Economic level this as has also brought in, economic prosperity for countries. In line with this thinking the government of Sri Lanka implemented the SLNQA. This recognition of the quality by the government also was to secure overseas recognition of Sri Lanka’s quality capabilities (Tan, 2002). There are several researches carried out by different countries to find out the extent which TQM has been implemented in specific industries, however research on this area has been limited in Sri Lanka, specifically in the financial service sector, even though as a country it has a large service sector, comparatively a small overall market and a market with fierce competition (Yapa, 2012). 2.2Organizational Culture (OC) The history of the study of organisational culture is derived from a combination of “organisational psychology, social psychology, and social anthropology” (Scott et al., 2003). Since it first became popular in a writing which appeared in Administrative Science Quarterly by Pettigrew in 1979 (Scott, et al., 2003). The “organisational culture” word got the significance and popularity in the books Deal & Kennedy (1982) and Peters & Waterman (1982). After these two books various dimensions of organisational culture became popular fields of study and appeared in academic literature (Schein, 1992). In today’s business world the study of organisational Culture gained further momentum with the increasing influence of globalisation (Wilkins & Ouchi, 1983), where organisations, especially like banks, whose products and services are similar to international standards and where these banks also have to offer and compete with products and services offered internationally. Most of these banks also have operations globally which implies that they need to be aware of the culture both internally and externally. Therefore further studies are being carried out on organisational culture and its relationship with many business issues. Further researcher was also undertaken specifically with organisational culture and productivity and effectiveness (Prajogo & McDermott, 2011). The underlying finding of most of the above studies indicated that that organisational culture influenced the productivity of the organisation although at different levels (Schein, 2004) and in forms. According to, Cameron and Quinn (1999), not taking the organisational culture impact seriously, is considered as one of the biggest stumbling blocks for effectively implementing many important organisational change programmes. Taking the above factors into account, it is critical for managers of these SLLCBs to identify and measure their organisational culture in order to implement TQM and other new changes successfully within their organisations. 2.2.1Meaning and Definition of Organisational Culture Organisational culture is considered as a core concept in organisational theory, however like TQM concept; organisational culture too has found it difficult to find itself an agreeable definition amongst scholars. Amongst the several definitions, organisational culture definitions have included various aspects of organisations’ life, like basic assumptions, values and artefacts (Schein, 1985); beliefs, rituals, and ceremonies (Sathe , 1985); language, symbols, stories, and ceremonies (Wilkins & Ouchi, 1983); and contradictions, ironies and ambiguities (Martin, 2002), This` shows the different aspects of organisational culture. Therefore from the various definitions of culture, over 150, two primary disciplinary foundations of organisational culture could be identified these are sociological (of what the organisations have as culture) and anthropological (organisations are culture) (Cameron, 2008). Based on this authors argue, that organisational culture is both what the organisation “is” and “has”. The intense interest in the association of culture with the different facets of organisational effectiveness in the 1980s and 1990s generated a great deal of research in which culture is examined in a positivistic light (Mathew, 2007). Therefore culture is an explanatory variable that differentiates one organisation from another (Schein, 2004). Dahlgaard et al. (1998) have suggested that several recent studies have attempted to understand the word ‘culture’ from an organisation point of view. During the literature review of this study many definitions of organisational culture were found. However the purposes of this study the definition of organisational culture is defined with an evolutionary approach taking the study of history of organisational culture into account as the general pattern of mindsets, beliefs and values that members of the organisation share in common, and is easily observable (Schein, 2004). Schein (2004) also argued that when an organisation displays a shared meaning and values it is a way to separate its culture from the other organisations’ cultures. 2.2.2Measures of Organisational Culture There are several approaches available to measure organisational culture based on the fields of study and the required purpose. However measuring culture is not easy for organisational scholars and change agents as culture is undetectable most of the time unless it is not challenged or consciously expressed (Cameron, 2008). A study of organizational culture (OC) on the total quality management (TQM) practices of a Sri Lankan public sector (Kaluarachchi, 2010) used Hofst
