Table 6 Identified categories with...

Table 6

Identified categories with categories and subcategories for success factors creating a sustainable quality culture

Identified categories for success factors from the focus groups
Create emotionally commitment A clear mission and purpose – “touching the hearts” Balancing between structure and culture Structure Ability to act and make decisions together on facts Clear and common short- and long-term goals Simple structure for processes provides security Culture Actively working with common values and behaviours Balance between structure and culture – they go hand in hand Building culture takes time, persistency and continuity The TMT is a role model for building the culture in an organisation and long-term thinking is important Working with communication and transparency Apply a systems view Systems view Continuously improve Continuous improvements by everybody in the organisation Everybody’s participation and shared responsibility Learning quality in the organisation Working with processes, both operationally and strategically Customer perspective Ensuring good quality for our customers, both external and internal

Identified categories for success factors from the focus groups
Create emotionally commitment A clear mission and purpose – “touching the hearts” Balancing between structure and cultureStructure Ability to act and make decisions together on facts Clear and common short- and long-term goals Simple structure for processes provides security Culture Actively working with common values and behaviours Balance between structure and culture – they go hand in hand Building culture takes time, persistency and continuity The TMT is a role model for building the culture in an organisation and long-term thinking is important Working with communication and transparency Apply a systems view Systems view Continuously improve Continuous improvements by everybody in the organisation Everybody’s participation and shared responsibility Learning quality in the organisation Working with processes, both operationally and strategically Customer perspective Ensuring good quality for our customers, both external and internal

Identified categories for success factors from the focus groups

Create emotionally commitment

A clear mission and purpose – “touching the hearts”

Balancing between structure and cultureStructure

Ability to act and make decisions together on facts

Clear and common short- and long-term goals

Simple structure for processes provides security

Culture

Actively working with common values and behaviours

Balance between structure and culture – they go hand in hand

Building culture takes time, persistency and continuity

The TMT is a role model for building the culture in an organisation and long-term thinking is important

Working with communication and transparency

Apply a systems view

Systems view

Continuously improve

Continuous improvements by everybody in the organisation

Everybody’s participation and shared responsibility

Learning quality in the organisation

Working with processes, both operationally and strategically

Customer perspective

Ensuring good quality for our customers, both external and internal

Citations relating to success factors from the focus groups
− “Have courage to make mistakes, redo and do it right.” − “There must be a purpose to everything we do. We don’t just make things.” − “Structure, culture and systematics.”

Citations relating to success factors from the focus groups
− “Have courage to make mistakes, redo and do it right.” − “There must be a purpose to everything we do. We don’t just make things.” − “Structure, culture and systematics.”

Source(s): Table by authors

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