{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,22]],"date-time":"2026-04-22T12:55:53Z","timestamp":1776862553053,"version":"3.51.2"},"reference-count":18,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2001,2,1]],"date-time":"2001-02-01T00:00:00Z","timestamp":980985600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2001,2,1]]},"abstract":"<jats:p>Quality management is an essential part of an organisation\u2019s competitive strategy. The training that underpins quality management determines the likely effectiveness of the quality initiatives undertaken. This article details the findings of a questionnaire survey into the training provided to support quality management. A total of 450 responses are analysed. Findings from the UK, Portugal and Finland are compared to identify differences in national practice. Training provision is definitely focused at quality staff, but even with this group training in many of the traditional quality tools is denied to one third. The area in which training is given consistently concerns awareness, systems and standards. This confirms that much of the emphasis within the sample base is on working to a quality system rather than necessarily embracing the message of quality. Training methods tend to be traditional, with little impact evident of the hi\u2010tech revolution. Nevertheless, there is a spread of approaches considered effective with no single approach dominating the field. While external short courses rank top in all areas, the incidence is never in excess of one\u2010third.<\/jats:p>","DOI":"10.1108\/09544780110360615","type":"journal-article","created":{"date-parts":[[2002,7,28]],"date-time":"2002-07-28T18:48:52Z","timestamp":1027882132000},"page":"61-71","source":"Crossref","is-referenced-by-count":25,"title":["Quality training: findings from a European survey"],"prefix":"10.1108","volume":"13","author":[{"given":"Brian P.","family":"Mathews","sequence":"first","affiliation":[]},{"given":"Akiko","family":"Ueno","sequence":"additional","affiliation":[]},{"given":"Zulema","family":"Lopez Periera","sequence":"additional","affiliation":[]},{"given":"Graca","family":"Silva","sequence":"additional","affiliation":[]},{"given":"Tauno","family":"Kekal","sequence":"additional","affiliation":[]},{"given":"Mikko","family":"Repka","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022012820434236100_B1","unstructured":"Bakka, D. (1998), \u201cTraining: critical for quality\u201d, Beverage World, Vol. 117, February, p. 125."},{"key":"key2022012820434236100_B2","unstructured":"Baldridge, T.A. (1993), \u201cAn investment with a payoff: quality management\u201d, Board Room, May 1, p. 16."},{"key":"key2022012820434236100_B3","unstructured":"Control Engineering (1998), \u201cTraining is a cornerstone in GE\u2019s quality equation\u201d, Control Engineering, Vol. 45, No. 1, pp. 29\u201030."},{"key":"key2022012820434236100_B4","doi-asserted-by":"crossref","unstructured":"Dale, B., Van De Wiele, T., Timmers, J.G., Williams, R. and Boudwejin, B. (1993), \u201cCommunal education\u201d, Training for Total Quality, Vol. 1 No. 1, pp. 24\u20108.","DOI":"10.1108\/EUM0000000002988"},{"key":"key2022012820434236100_B5","doi-asserted-by":"crossref","unstructured":"Hackman, J.R. and Wageman, R. 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(1991), \u201cMaking total quality work: aligning organizational processes, performance measures, and stakeholders\u201d, Human Resource Management, Vol. 30, pp. 303\u201033.","DOI":"10.1002\/hrm.3930300303"},{"key":"key2022012820434236100_B13","doi-asserted-by":"crossref","unstructured":"Patel, A. (1994), \u201cAssessing total quality training in Wales\u201d, Training for Quality, Vol. 2 No. 2, pp. 13\u201021.","DOI":"10.1108\/09684879410064347"},{"key":"key2022012820434236100_B14","doi-asserted-by":"crossref","unstructured":"Proctor, D. and Young, M. (1990), \u201cTraining for total quality performance: the experience of British Steel\u201d, Total Quality Management, Vol. 1 No. 3, pp.319\u201027.","DOI":"10.1080\/09544129000000040"},{"key":"key2022012820434236100_B15","unstructured":"Smelzer, L.R. and Kedia, B.L. 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(1993), Quality Management and the Manager, Institute of Management, Corby."}],"container-title":["The TQM Magazine"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/09544780110360615","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/09544780110360615\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/09544780110360615\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,25]],"date-time":"2025-07-25T00:34:46Z","timestamp":1753403686000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/tqm\/article\/13\/1\/61-71\/380465"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2001,2,1]]},"references-count":18,"journal-issue":{"issue":"1","published-print":{"date-parts":[[2001,2,1]]}},"alternative-id":["10.1108\/09544780110360615"],"URL":"https:\/\/doi.org\/10.1108\/09544780110360615","relation":{},"ISSN":["0954-478X"],"issn-type":[{"value":"0954-478X","type":"print"}],"subject":[],"published":{"date-parts":[[2001,2,1]]}}}