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Total Quality Management
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A conceptual framework
for managing end-user
computing by the total quality
management strategy
Pao-Long Chang & Pei-Di Shen
Published online: 25 Aug 2010.
To cite this article: Pao-Long Chang & Pei-Di Shen (1997) A conceptual framework for
managing end-user computing by the total quality management strategy, Total Quality
Management, 8:1, 91-102, DOI: 10.1080/09544129710477
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T O TA L Q U ALIT Y M AN AG EM EN T,VO L.8,N O.1,1997,91± 102
A conceptual fram ework for m anaging
end-user com puting by the total quality
m anagem ent strategy
P
AO-L
O NGC
HAN G1& P
EI-D
IS
HEN21
College of M anagement, N ational Chiao Tung U niversity, 4F, 114, Sec. 1, Chung H siao W . R oad, Taipei 100, Taiwan, Republic of China & 2Institute of M anagem ent Science, N ational Chiao Tung University and D epartment of Inform ation Systems, M ing Chuan University, Taiwan, R epublic of China
A bstract As organizations face diverse changes, staff m embers require increasing am ounts of inform ation to manage task uncertainty and com plexity. Inform ation technology continues to improve. End-users using, developing and establishing application systemsÐ referred to as end-user com puting (EUC)Ð have grown rapidly in organizations. A lthough EU C can improve an organiza-tion’ s effectiveness, its resistance to control keeps it from bringing the expected bene® ts and often results in wasted investm ent. Organizations implem enting total quality m anagem ent (T QM ) objectives are those which are boosting quality and effectiveness throughout the organization. The essence of TQM is a convergence managem ent process, w hile EU C’ s essence is that of diverging innovation. T his paper proposes a framework for managing EU C under TQM , thinking that the TQ M strategy can solve the problem s and risks produced in EUC. In view of the need for high quality information, implem entation of TQM can contribute continuous im provement to EU C activity. Applying the EU C empowerment concept can enforce autonomy and responsibility in EU C activity and increase the satisfaction of the organization’ s internal and external customers. The result is that EUC retains its inherent freedom and ¯ exibility, alongside the quality culture and high quality inform ation produced under TQ M .
Introd uction
From the end of the 1970s, business has faced a rapidly changing environm ent; hence, organization m em bers need m ore inform ation to m anage task uncertainty and com plexity. This has required inform ation system s departm ents to hire m ore system s analysts and program m ers to develop and m aintain application system s for end-users. This is a very tim e-consum ing process, resulting in the inform ation system s departm ent not keeping up with users’ requirem ents, or in system s which do not actually provide what th e user really wants to m anage the ever-changing, large quantity of inform ation demanding attention (Alavi, 1985; A lavi & W eiss, 1985± 6; A lavi et al., 1987± 8; Am oroso, 1988; Pyburn, 1986± 7). H owever, information technology (IT) has m ade a lot of advances; workstations and personal com puters are com m onplace. Com m ercial software which is easy to use and offers user-friendly interfaces is plentiful. Decentralized organizational m anagem ent has resulted in users
0954 ± 4127 /97/010091 ± 12 $7.0 0
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1997 Journals Oxford Ltdbeing able to use, develop and control appropriate applications system s. Researchers have com e up with the term `end-user com puting’ (EU C ) to describe this phenom enon in organizations (Alavi, 1985; Brancheau & Brown, 1993; Canning, 1983; Davis & Olson, 1985; M cLean & K appelman, 1992± 3; R ockart & Flannery, 1983; W etherbe & Leitheiser, 1985).
EU C activity is already diffused throughout th e organization. All levels of workers can use m icrocom puters, workstations or networks to improve their task perform ance. EU C has achieved rapid acceptance in organizations; it can be regarded as an innovative phenom enon in the use of IT. EU C can enable end-users to reduce task uncertainty and com plexity, as well as to satisfy the end-users’ diverse inform ation needs and increase their inform ation-processing capabilities. Hence, EU C is key to improving information-handling ef® ciency, one of the solutions available to problem -solving. M any studies also discuss EUC ’ s disadvan-tages, including selection of unsuitable hardware and software, incorrect system s analysis or design, lack of data integrity or system com patibility, etc. If these are not addressed, not only is there no bene® t from EU C , but this lack of cost-effectiveness results in wasted investm ent (Alavi & W eiss, 1985± 6; Sum ner & K lupper, 1987).
R ecently, a very popular concept in the m anagem ent ® eld has been the philosophy of total quality m anagem ent (TQM ), which brings quality m anagem ent activity into the whole organization, not leaving it solely on the production line. TQM has a custom er-satisfaction orientation, building the whole business so that all departm ents accept the ideas of quality, faith and value (Kanji, 1990). TQM also em phasizes employee involvem ent to improve processes, prom oting quality culture and outcom e continuously (Dotchin & Oakland, 1992; M orrison & Rahim , 1993).
A s already discussed, EUC ’ s purpose is to allow end-users to use, control and develop application system s directly. Therefore, the essence of EU C is a divergence of innovative activity, resulting from end-users building application system s to solve the problem s they face; th at is, a problem -solving orientation. But the essence of TQM is a convergence of m anagem ent processes, asking for com pany-wide cooperation to m eet the quality goal. H ence, this paper will address the issue of how to use th e TQ M strategy to m anage EU C, m aintaining the tight organizational m anagem ent of the TQM strategy, wh ile achieving th e users’ freedom of EU C , with the end result being high inform ation quality.
This paper is divided into ® ve sections. The ® rst is an introduction, describing th e m otivation for this study, and the purpose of the paper. The second is a literature review, with the m ain point being to review TQM and EUC research and current status. The third section proposes the fram ework for using the TQM strategy to m anage EUC . The fourth addresses the research propositions based on th e conceptual fram ework. The last section discusses directions for future research.
Literature review
Bene® ts and risks of EUC
C otterm an and Kum ar (1989) de® ned EU C as a m eans for end-usersÐ non-inform ation departm ent staffÐ to increase work performance and task quality through using, developing and controlling inform ation system s to satisfy th e process of m eeting information require-m ents, directly or through consultation with inforrequire-m ation centre professionals. B esides satisfy-ing individuals’ desire for work autonom y, this process m ust also be responsive to th e organization in the area of task responsibility, especially in providing the high quality of inform ation which yields custom er satisfaction (M archand, 1990). EUC som etim es uses
M A N AGIN G EN D -U SER C O M PU TIN G 93
Table 1. Problems and risks in EU C infrastructure
EUC infrastructure Problems and risks confronting EUC
Support Lack of education for end-user; lack of support for end-user Technological Database not easy to access; incompatible soft/hardware; poor
documentation; lack of documentation; not suited for system analysis and design; use of wrong softw are tools; solving wrong problems
Data Lack of data security; lack of data integrity; incompatible data
Evaluation/justi® cation and planning Lack of top management planning; top management afraid of computers; lack of recognizable economic bene® ts
fourth-generation tools and very powerful software packages to m eet business requirem ents. Thus EU C can bring the following three bene® ts to com panies (Alter, 1996):
·
improved end-users’ requirem ents determination, and m ore accurate determination of business requirem ents;·
increase in end-users’ involvem ent and satisfaction, boost in work autonom y;·
reduction in application system s backlog, decreased dependence on inform ationprofessionals.
A lthough EU C is a future thrust, with expectations for bene® ts to be con® rm ed by end-users, developm ent with no control and no direction will bring about short- and long-term risks (Canning, 1983; G alletta & H ufnagel, 1992). H enderson and Treacy (1986) basically covered all kinds of problem s related to EU C , which can be divided into four fundam ental infrastructure issues: support infrastructure; technological infrastructure; data infrastructure; and evaluation/justi® cation and planning. Based on the investigations of A lavi and W eiss (1985± 6), Am oroso (1988), Brown and Bostrom (1989, 1994), H enderson and Treacy (1986) and Pyburn (1986± 7), we have categorized each type of EUC problem and risk as shown in Table 1.
EU C m anagem ent models
For organizations to bene® t from the phenom enon and activity of EUC , top m anagem ent or inform ation departm ents m ust invest in strategic planning and evaluation, and even in EU C support service, creating control policies and process m anagem ent to prevent the evolution of potential `white elephants’ . Academ ia has developed m any different m anagem ent m odels to address the diverse dimensions of EUC under study. The following is an outline to bring out and discuss som e criticism s.
·
M anaged free economy approach: G errity and R ockart (1986) argued that previous EU C m anagem ent m ethods, such as m onopolist, laissez-faire and inform ation centre, all have drawbacks. They proposed a new m anagem ent approach which is sim ilar to th e planned free econom y approach in econom ics. This concept uses m ore of an evolving m anagem ent m ethod for EU C , but lacks implem entation m ethodology for how to use a planning approach to reach EU C objectives.·
Contingent strategic perspective approach: Henderson and Treacy (1986) proposed that an organization’ s EU C depends on the balance betw een support and control inm anagem ent and strategy. They also proposed an evolving m anagem ent fram ework to allow m anagem ent of different growth stages utilizing different actionsÐ from th e implem entation and m arketing perspectives, leading to the operations perspective and ® nally reaching the econom ic perspective. These four perspectives have to m atch th e EU C growth fram ework in order to form a basis for strategy. W e can derive different goals, strategy, structure and control m echanism s for each different stage. H owever, these perspectives are all just contingent thinking; th ere is no effective m ethod for reference.
·
Expansion/control approach: From empirical studies of inform ation centre m anagers, M unro et al. (1987± 8) discovered that the EU C strategy can be considered to be divided into tw o dim ensions: expansion, m eaning the rate of developm ent of EU C in a business; and control, m eaning the restriction of end-user choice and activity at each step. Each dim ension has a high and low degree wh ich creates a m atrix with four cells: laissez-faire acceleration, containm ent and controlled growth. This m atrix is an EU C m anagem ent strategy grid. U nfortunately, there is no guideline for how to lead th e com pany from one strategy to another.A ll these m anagem ent m odels are based on information centre-based th inking about growth and control of EU C in the organization. They lack totality and integrated solutions for addressing EU C problem s and risks.
T QM philosophy
TQM is a new m anagem ent ph ilosophy perm eating our approach to doing business that quality is not just the responsibility of a certain departm ent but, rather, a responsibility shared by all (Berk & Berk, 1993). This is one of the reasons why our study proposes TQM as a total solution. TQ M philsophy includes the following points:
·
Custom er orientation: U se custom er satisfaction to de® ne quality, not only just to pursue custom er satisfaction; in other words, the starting point is pursuit of custom er satisfaction, including internal and external custom ers.·
Total em ployee involvem ent: The involvem ent chain not only includes the organization’ s em ployees, but also reaches back to suppliers’ em ployees and forward to the cus-tom ers. The involvem ent process m ust include tw o sides: em powerm ent and account-ability.·
Top m anagement commitment: Top m anagem ent should com pletely understand th e corporation, using system atic thinking to oversee all departm ents (Wilkinson & W itcher, 1993). It m ust carefully consider com patibility, not only individual struc-tures, for that can break down interdepartm ental barriers, leading to the evolution of corporate quality culture and the establishm ent of shared vision and values.·
Continuous im provement: Evaluate and correct th e outcom e in the transform ation process from custom er needs to custom er satisfaction. Only then can custom er satisfaction really be achieved.·
Education and training: A ny organization’ s value chain integrates the ® eld of study (N evis et al., 1995). Establishing an organization’ s study system s will help in th e acquisition, expansion and use of new knowledge, technology, vision and values to accelerate an organization’ s innovation and transformation.·
Emphasis on quality technology: Q uality technology and tools can help employees to uncover problem s, resolve problem s and prevent deviations.·
Establishm ent of quality culture: Shared vision and values can de® ne quality corporateM A N AGIN G EN D -U SER C O M PU TIN G 95
culture. Establishing a TQM quality culture for staff in different departm ents can build consensus and avoid self-centredness and inward thinking.
In theory, this type of m ethodology can be used for the m anagem ent of EU C because th e convergence of TQM can give boundaries to the free and diverging nature of EU CÐ which otherwise easily leads to trouble. Our paper, based on th is kind of thinking, tries to apply th e TQM strategy to EU C m anagem ent.
A conceptual fram ew ork for m an agin g E UC by T Q M
M anagement of EUC by TQM : Extension of quality essence
W hen thinking of applying TQM to the m anagem ent of EU C , we have to explore why TQM can solve EUC problem s and how to do this. Our paper’ s prem ise is that when an organization applies TQM , th is introduces a com plete quality concept throughout th e organization. It brings the positive effect of group consensus, and increases the individuals’ sense of self-m anagem ent and setting of self-demands (Grant et al., 1994; M orrison & R ahim , 1993; Pierson et al., 1990; Redm an, 1995). This is the latest trend in m anagem ent paradigm s; applying it to EUC can set boundaries for EU C activity that will increase bene® ts to the whole organization. Inasm uch as EU C processes lead to divergence and freedom , easily leading to inconsistency and decreased output quality, EU C can often not produce th e expected bene® ts. Our study suggests that m anaging in the TQM context can result in improved quality of information and hence this com bination is an approach worth studying. Table 2 explains how the TQM strategy provides a boundary-setting m ethod for EU C infrastructure issues.
From Table 2, it can be seen that these four m anagem ent m ethods utilize the essence of TQM to solve the risks of EU C . This also points to the four infrastructure issues raised by H enderson and Treacy (1986), using quality m anagem ent m ethods for solutions, as illus-trated in Fig. 1.
Table 2. TQ M boundary-setting method applied to EU C infrastructure issues
EUC infrastructure
problems TQM strategy Boundary-setting method
Support Training/education End-user involved in TQM education; delegate responsibility for quality; support for and coordination of decisions; company-sponsored training in EUC tools and technology Technological Quality technology Establish standards for soft/hardware suppliers;
quality assurance in service; soft/hardware compatibility; quality evaluation of EUC tools and technology
Data Process management Data security control; data back-up; consistency in data form and structure; professionalism in EUC ¯ ow charts
Evaluation/justi® cation Ensuring accountability Top management investment in value of T QM;
and planning evaluation of EUC performance and data
quality; identi® cation of EUC and TQM areas of responsibility; development of company strategy and goals for EUC
Process management Quality technology Ensuring accountability Education and training M anagement of EUC
(by the TQM strategy)
Figure 1. Management of EUC by TQM .
Corporate EUC: Top management com mitm ent and employee involvement
Exam ples of successful TQM application show that TQM implem entation m ust have top m anagem ent com m itm ent and employee involvem ent (Dotchin & Oakland, 1992; Porter & Parker, 1993; Powell, 1995). Top m anagem ent com m itm ent is for continuous investm ent in the m ission of and tasks related to com pany quality, especially pursuit of excellent quality as part of the com pany’ s core strategy. Under th is strategy, em ployee involvem ent is th e key to spreading the pursuit of quality to every area of the com pany. Everyone will be included in the com pany’ s quality exp ectation, with the ® nal goal being satisfying custom ers’ diverse needs, creating m ore bene® ts and good reputation.
A num ber of inform ation m anagem ent scholars have predicted that the future will have both a strong push and a strong pull in the area of information technology (Alavi, 1985; B rancheau & Brown, 1993; Davis & Olson, 1985; M cLean & K appelman, 1992± 3; W etherbe & Leitheiser, 1985). This has forced organizations to m ove towards a corporate EU C environm ent, form ing a type of organization centred on EU C, with support from an inform ation centre. In this type of organization, m iddle m anagem ent decreases, leading to a ¯ attened adm inistrative ph enom enon, with the decision span and autonom y of end-users gradually increasing. Hence, one of the conditions for successfully using the TQM strategy to m anage EU C is having the context of top m anagem ent com m itm ent and em ployee involvem ent. This is the essential condition for form ing a corporate EUC environm ent.
Elevating inform ation quality: Continuous improvem ent of EU C
The concept of inform ation quality is m ore im portant than ever to business. Just as quality in goods/services has the capacity to satisfy people’ s needs (Dotchin & O akland, 1992; R ajago pal et al., 1995); inform ation quality in decision-m aking has th e capacity to satisfy internal and external custom ers. H ence, inform ation quality has different implications under different decision dim ensions. W hen EU C activity becom es an essential organizational trend, it can provide internal and external custom er serviceÐ where the service form is presentation of information and th e content is the quality concept.
The m eaning of information quality, speaking on the basis of information system s concepts and purpose (data± inform ation± decision± action), is that which achieves effective outcom es in m aking the right decisions. Decisions m ust be based on good, high-quality inform ation, so inform ation quality improvem ent is the critical elem ent for EU C. But it is
M anagement of EUC (by the TQM strategy) Information needs Information quality Feedback (process) (output) (input)
M A N AGIN G EN D -U SER C O M PU TIN G 97
Figure 2. M anagement of EU C and information quality.
dif® cult to evaluate the value of inform ation quality; m oreover, the evaluation m ust be based on the actions resulting from all kinds of decisions m ade by the inform ation user (Davis & Olson, 1985). If we analyze inform ation quality from the point of view of the end-user, we generally have eight indices for reference: actual value, features, reliability, m eaning over tim e, relevance, validity, aesthetics and perceived value (M archand, 1990). In that we can see the close relationship between inform ation quality dimensions and different levels of EU C activity, this paper m aintains that EU C activityÐ regardless of whether it is solving problem s or providing services for other usersÐ m ust have improved inform ation quality as th e objective. Thus, the essence of m anaging EU C by the TQM strategy is th e feedback process from inputÐ different information needsÐ to outputsÐ high inform ation qualityÐ as shown in Fig. 2.
Thus, while EU C is in pursuit of high-quality inform ation for output results, th e end-user is facing input of diverse outside information needs. It is essential to think how to go through the proper transform ation process, so that requirem ents for high inform ation quality can be m et. Besides being able to satisfy EU C infrastructure problem s, the TQM strategy can also contribute a drive for continuous improvem ent to EU C . EUC m ust be disciplined by this kind of drive for continuous improvem ent. As end-users continuously re® ne inform ation quality th rough feedback, value is added to decisions m ade with infor-m ation provided through th is kind of process.
Integrating previous deductions, we can use Fig. 3 to show m anagem ent of EU C under TQM im plem entation. Through four quality m anagem ent m ethods, EU C’ s four infrastruc-ture problem s are rem edied, adding top m anagem ent com m itm ent and em ployee involve-m ent to set th e organization on a corporate EU C course. In order to seek a high inforinvolve-m ation
Figure 3. Management of EUC by continuous improvement.
quality outcom e from EU C , th e drive for continuous improvem ent m ust be added. In addition, Fig. 3 includes three m eanings.
·
According to the system s approach, EU C input is different kinds of inform ation needs, and the output side is high inform ation quality. The critical elem ent is the process, m eaning th e process of transform ing inform ation needs into high information quality. This process is EU C centred, relying on the end-user’ s developm ent, use and control to provide self or others with inform ation necessary to m ake decisions.·
According to th e driving force of TQM , the process retains the drive for continuous improvem ent so that TQM ’ s four m anagem ent strategies can solve the risks faced by EU C. Simultaneously, under top m anagem ent com m itm ent and em ployee involve-m ent, a continuous iinvolve-mproveinvolve-m ent activity loop is forinvolve-m ed for the pursuit of high inform ation quality.·
According to the EU C m anagem ent, applying the TQM strategy can cause th e end-users to raise their quality concept, form ing a corporate-wide consistent quality culture. U nder this culture, EUC activity can m ore easily ® t the corporate boundaries, not becom ing too divergent. Such divergence would result in inability to integrate application system s or in a waste of EU C investm ent.EU C em powerment: Based on customer satisfaction
Em powerment is the latest trend in m anagem ent concepts (Shrednick et al., 1992). In light of the com plexity of the environm ent, a m anager cannot do everything alone; he/she m ust delegate freedom of discretion in work or delegate decision-m aking to his/her staff so that staff m em bers can take responsibility for m aking decisions in their tasks (Bowen & Lawler, 1992, 1995; Rothstein, 1995; Shrednick et al., 1992). Em powerm ent represents staff auto-nom y and elevated value of individual work. It is also aggressive, initiating starting and learning. A fter th e com ing of the EU C era, if decisions are not properly delegated, EU C activities just stay in an elem entary data-processing stage. If decision-m aking ef® ciency cannot increase, th en certainly custom er needs cannot be satis® ed. W atson et al. (1993) have also proposed that only EU C has the suitable order for power-sharing m anagem ent, adding one m ore bene® t which EU C can bring to an organization.
In TQM philosoph y, em phasis is on organizational satisfaction of custom er needs, after which custom er satisfaction can improve. The question is how to m atch custom er needs and satisfaction. This study proposes that EU C em powerm ent is an effective m ethod for tw o reasons.
(1) Because EU C em powerm ent allows end-users to use the com puter to improve decision ef® ciency, this should also give end-users ef® cient discretion as they m eet custom er needs through processing, to result in im proved custom er satisfaction. In this process, EU C plays the role of a direct and effective m iddlem an.
(2) U nder the TQ M concept, EUC outcom e should have the responsibility for inform ation quality and, even m ore, be responsible for custom er satisfaction. EU C em powerment can force EU C activities into consensus, bring EU C under the organization goals of quality inform ation and custom er satsfaction, with self-correction and m odi® cation, in order not to deviate from corporate goals. This is necessary to avoid creating the situation of a `reinless horse’ .
B ased on the previous inferences, this paper proposes the TQM strategy to m anage EU C, with continuous improvem ent in inform ation quality, applying EU C empowerm ent to
M anagement of EUC by continuous improvement (by TQM ) High information quality Information needs Customer needs EUC empowerment Customer satisfaction new needs
M A N AGIN G EN D -U SER C O M PU TIN G 99
Figure 4. Conceptual framework for managing EU C under the TQ M strategy.
strengthen the goal of custom er satisfaction, form ing the solid conceptual fram ework as illustrated in Fig. 4.
In the light of different and diverse custom er needs producing a variety of inform ation needs, our study considers that EU C em powerm ent activity m ust pursue high inform ation quality for services to internal and external custom ers in order to reach th e custom er satisfaction. This concept em phasizes the discretion and decision-m aking power inherent in EU C wh ich can not only m atch end-users’ problem s and solutions, but also directly raise th e level of custom er satisfaction. H owever, EUC em powerm ent is not unlim ited, but should be based on the goal of pursuing high inform ation quality. Based on the TQM drive for continuous improvem ent, m anaging EU C activity is a process which can link custom er needs and custom er satisfaction together, form ing a fram ework for m anaging EU C by TQM strategy.
M oreover, a critical elem ent in this fram ework is to point out that EU C activity m ust allow the end-user a range of freedom in decision-m aking; that is, all the autonom ous decisions included in EU C empowerment, but under the `gam e rules’ of TQM concepts and strategy. In this way, EUC , under integrated TQM strategy and EU C em powerment, can m eet the situation of custom er dissatisfaction/new custom er needs with responsive, rapid alterations which reduce response delays. In conclusion, m anagem ent of EU C by TQM and EU C empowerment are com plem entary, resting neatly under quality culture, converging on the one hand and diverging on the other, achieving a balanced status.
P ropositions
The fram ework proposed by this study com es from exploratory research; hence, the relation-ships between all variables need further con® rmation. Th is fram ework can provide a useful viewpoint and th e following propositions.
First, the TQM strategy and philsophy is a set of corporate quality pursuit concepts; it is holistic. From top to bottom , the corporation m ust integrate a com prehensive understand-ing of quality. W e can see EU C as a holistic ph enom enon, its quality concept re¯ ected in th e EU C outcom e; that is, high inform ation quality. So the TQM strategy can be applied to EU C , especially as TQM emphasizes the on-going improvem ent of each EU C process and quality system (Dotchin & Oakland, 1992).
Proposition 1: A pplying the TQM strategy, such as in process m anagem ent, quality technology, ensured accountability and education and training, can effectively solve the problem s and risks faced by EU C .
Proposition 2: W hen applying the TQM strategy to solve the problem s faced by EU C, TQM convergence can set boundaries for the divergence of EUC , increasing the bene® ts from EU C .
A gain, the pursuit of quality is a task of continuous improvem ent; m oreover, it is a m ission requiring top m anagem ent com m itm ent and em ployee involvem ent (Dotchin & Oakland, 1992). Hence, EU C activity m ust com e under m anagem ent of the TQM strategy in order to acquire top m anagem ent com m itm ent and employee involvem ent. Only then will it be ready to progress to Corporate EUC . A t the sam e tim e that an organization is implem enting TQM , it is putting the drive for continuous improvem ent into place, to reach the goal of high-quality inform ation.
Proposition 3: W hen applying the TQM strategy to support EU C , EU C m ust secure top m anagem ent com m itm ent and em ployee involvem ent in order to advance the organization from EU C to corporate EU C .
Proposition 4: W hen an organization advances to corporate EU C , it should be based on the TQM drive for continuous improvem ent, further assisting EU C activity to pursue its goal of high inform ation quality.
Finally, the TQM em phasis on custom er orientation and empowering employees for quality tasks as organizational goals, when applied to EU C , em phasizes EU C em powerment to enforce autonom ous decisions by end-users and end-users taking responsibility for th eir own decisions and service quality. Thus, improvem ent of internal and external custom er satisfac-tion increases organizasatisfac-tional effectiveness (D otchin & Oakland, 1992).
Proposition 5: W hen EU C activity is confronted with different custom er needs, EU C em powerm ent m ust be advanced, increasing end-user autonom y, and thus boosting custom er satisfaction.
Proposition 6: Application of th e TQM strategy to m anage EU C activity, as well as EU C empowerm ent and the drive for continuous improvem ent, are m ethods able to increase the effectiveness of an organization’ s EU C.
C onclusions an d future research
U nder th e topic of th e TQM fram ework for EU C, TQM is the basis for m anaging EU C activity. The purpose of discussing setting boundaries for problem s faced by EUC under th e TQM strategy is to provide solutions. After EU C growth and expansion, having entered th e era of corporate EU C, top m anagem ent com m itm ent and em ployee involvem ent are tw o important strands of supporting strength. TQM stands for on-going corporate quality improvem ent, the concrete action of which is continuous improvem ent. W hile EU C is providing high inform ation quality to internal and external custom ers, it m ust also grasp th e drive for continuous improvem ent; only then can it use feedback for self-m odi® cation.
Em powerment is a new approach in service improvem ent. As the environm ent becom es m ore com plex and custom er requirem ents keep changing, the m anager cannot do everything alone, but m ust delegate freedom of discretion in jobs and decisions to staff, letting the staff accept th e responsibility for m aking decisions in their areas of responsibility. Em powerment represents employee autonom y and an increase in the value of individual work. It is also aggressive, initiating starting and learning. After th e com ing of th e EU C era, if decisions are not properly delegated, EU C activity stays in an elem entary data-processing stage. If decision-m aking ef® ciency cannot increase, then certainly custom er needs cannot be
M AN AG IN G EN D -USER C O M PU TING 101
satis® ed. H ence, EU C empowerment allows the end-user to use the com puter to improve decision ef® ciency. This also gives end-users a large enough range of discretion as they m eet custom er needs through processing, resulting in ef® ciently improved custom er satisfaction. B esides, under the TQM strategy, EUC outcom e should have the responsibility for high inform ation quality and, even m ore, be responsible for custom er satisfaction. EU C empower-m ent can force EU C activity into consensus, bringing EUC under the organization goals of high information quality and custom er satisfaction, with self-correction and m odi® cation, in order not to deviate from corporate goals.
A lthough this paper has already established a research fram ework, as exploratory research, it m ust also take the next step of re® ning, leading to the following three directions for future research work.
(1) Find com panies which are already implem enting TQM and study the phenom enon of EUC in these organizations. Investigate the effect of the TQM strategy on EU C activity.
(2) Re® ne and advance the study of the relationship between TQM and EU C , to give de® nition to and investigate the m anipulation of the variables involved.
(3) Advance the propositions to becom e em pirical hypotheses, and through em pirical investigation, prove these hypotheses.
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