Approaching the impact of organisational culture on quality management practices using the competing values framework: the case study of Dubai government organisations

Abstract

In a rapidly changing and highly competitive world and economy, quality management (QM) is more needed than ever. There is a dearth of research studies in investigating such an influence on government organisations across the MENA region and the UAE. This paper approaches the implementation of QM in Dubai government organisations (DGOs) from an organisational culture lens. Adopting the competing values framework (CVF), four hypotheses were developed and tested to study the influence of each of the organisational culture constituents (group, developmental, hierarchal, and rational) on the implementation of QM practices in DGO. The paper found that a critical interaction and balance between all four organisational cultural constituents are needed to integrate and optimise efforts, ideas, and initiatives among individuals and groups to successfully implement QM practices within DGO. This study can inform future studies about QM practices in government organisations across the UAE and the MENA region.