Please use this identifier to cite or link to this item: https://hdl.handle.net/10321/1054
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dc.contributor.advisorSingh, Shalini-
dc.contributor.advisorNaidoo, R.-
dc.contributor.authorDohery-Bigara, Francisen_US
dc.date.accessioned2014-05-28T12:23:54Z-
dc.date.available2014-05-28T12:23:54Z-
dc.date.issued2014-05-28-
dc.identifier.other483377-
dc.identifier.urihttp://hdl.handle.net/10321/1054-
dc.descriptionSubmitted in fulfillment of the requirements of the Degree of Master of Technology: Quality, Durban University of Technology, Durban, South Africa, 2014.en_US
dc.description.abstractCreativity and innovation drive organisational progress and is being heralded as the next competitive frontier for organisations. This study was initiated by current research which showed that the soft (infrastructure) quality management practices which focuses on people and culture had a greater effect on the pursuit of quality and innovation than the hard (core) quality management practices which focuses on techniques and methodology. Adopting a culture of innovation and creativity in quality instead of mere compliance, should drive the corporate quality strategy. This study made use of qualitative and quantitative research techniques by reviewing national and international related literature and used a questionnaire to investigate 54 ISO 9001 accredited South African organisations, respectively. It also investigated the degree to which creativity and innovation are practiced in these organisations, thereby exploring the gap between the importance of a factor to an organisation and the practice of the same factor. Results from Chapter 4 show that implementing innovation, the role of management and the role of government in encouraging innovation are very important but insufficiently practiced. The questionnaire revealed that hard/core factors are sufficiently practiced in quality but that the soft/infrastructure factors, which are important to innovation, are not. The respondents indicated that pursuing both quality and innovation simultaneously is an important goal and that the external and internal environment impact on innovation as much as the characteristics of the individual does. A model which attempts to consider all the factors that impact on innovation and quality is proposed. The model, called the Qic Model, consolidates previous research on innovation and quality through the Composite Model of Innovation and Quality and then proposes a tool called the Qic Assessment Matrix which can be used to strategically position an organisation or assess effort in innovation and quality.en_US
dc.description.sponsorshipDurban University of Technologyen_US
dc.format.extent177 pen_US
dc.language.isoenen_US
dc.subject.lcshCreative ability in business--South Africaen_US
dc.subject.lcshTechnological innovations--South Africaen_US
dc.subject.lcshTotal quality management--South Africaen_US
dc.subject.lcshISO 9001 Standard--South Africaen_US
dc.titleThe emergence of creativity and innovation from a quality perspectiveen_US
dc.typeThesisen_US
dc.description.levelMen_US
dc.identifier.doihttps://doi.org/10.51415/10321/1054-
local.sdgSDG15-
item.grantfulltextrestricted-
item.cerifentitytypePublications-
item.fulltextWith Fulltext-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
item.openairetypeThesis-
item.languageiso639-1en-
Appears in Collections:Theses and dissertations (Management Sciences)
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