Examines how a TQM programme has been implemented within the context of Royal Mail. Demonstrates that within the organization TQM has been "negotiated" around four main factors: the complexities of utilizing the discourse of the customer; the organization′s market dominance in the collection and delivery of door‐to‐door mail; its industrial relations; and the formal and central adoption of TQM within a public sector context.
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Jenkins et al. (1995) studied this question.
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