In Vietnam, with quality reform in higher education, the pressures for improving the quality of teaching, learning and research have resulted in the need to improve academic infrastructu
INTRODUCTION AND BACKGROUND TO THE STUDY
Introduction
‘To improve is to change; to be perfect is to have changed often’
Sir Winston Churchill's assertion that no improvement is possible without change remains relevant today As change is a constant factor, organizations must find effective ways to manage it for improvement Pettigrew and Whip (1991) propose a strategic change model that encompasses content, process, and environment as essential elements for achieving organizational improvement.
Quality management (QM) is essential for enhancing organizational excellence and competitiveness in manufacturing and business sectors globally As noted by Juran (1995), implementing effective QM practices is key to achieving desired outcomes and driving success.
In the 21st Century, the focus has shifted from 'production' to 'quality,' as highlighted by pioneers in Quality Management (QM) After enduring nearly a century of wars for independence, Vietnam is now poised to prioritize state construction and development, emphasizing quality in its growth and progress.
The increasing demand for skilled human resources in Vietnam has driven significant reforms in higher education, leading to the adoption of international quality assurance and accreditation (QAA) standards This transformation aims to align educational practices with domestic needs while facilitating integration into the global education and research landscape.
In 2004, the Quality Assurance Agency (QAA) was introduced in higher education institutions, marking a significant shift for academic staff The researcher, newly trained in QAA, encountered key concepts such as quality, quality assurance, accreditation, audit, and quality evidence for the first time Despite attending several hours of seminars, the researcher and colleagues faced challenges in implementing QAA within their university department due to a lack of clear understanding of its role and processes This initiative for change necessitates a transformation in mindset and practices among institutions and their members, focusing on quality improvement.
University libraries play a crucial role in delivering essential information and resources for effective teaching, learning, and research To address the evolving needs of stakeholders such as students, academic staff, universities, and government, it is imperative to enhance the quality of these libraries Upgrading university libraries is essential to meet the demands of modern education and research.
Between 2006 and 2020, Vietnam's university and college network focused on enhancing higher education resources and physical infrastructure A key strategy identified by the government was to strengthen and improve the quality of university library activities.
To drive advancement, it is crucial to identify the necessary changes Strategic change emphasizes the importance of Quality Management (QM), as it compels organizations to adapt their strategic content in response to external environmental forces.
This thesis enhances the understanding of Quality Management (QM) in Vietnamese university libraries by evaluating the current state of QM implementation and identifying key factors that affect quality management A tailored QM implementation framework is created, assessed, and refined to align with the specific context of these libraries This framework outlines essential elements that will aid Vietnamese university libraries in effectively managing their activities and resources, ultimately leading to improved success.
This introductory chapter presents a general overview of the rationale and structure for undertaking the study, and describes the background to the research area, research problem, and research questions.
Background to the research area
This section provides context for the QM implementation in university libraries, focusing on general QM development in Vietnam, higher education reform, and issues of QM in Vietnamese university libraries
Vietnam, a small Southeast Asian country covering 331,210 square kilometers, had a population of approximately 88 million in 2011 Prior to 1986, its economy was largely reliant on agriculture and influenced by its educational system.
Vietnam's transition from a centrally planned economy to a market-oriented system began with the doi moi reforms in 1986, aimed at fostering a multi-sector, globally integrated economy Following years of war and economic crisis in the 1980s, the government implemented these renewal policies to enhance socio-economic conditions Today, Vietnam is focused on economic liberalization, modernization, and the development of competitive, export-driven industries Since joining the World Trade Organization in 2007, the country has been working towards greater economic and cultural integration globally, leading to increased demands for quality in human resources, products, and services to support its development and internationalization efforts.
Vietnamese libraries are primarily managed by the government, with the Ministry of Culture, Sports and Tourism (MCST) overseeing their development These libraries function in accordance with the Library Ordinance.
(Standing Committee of National Assembly, 2000), which provides legal regulations for library administration and operations
There are approximately 400 university and college libraries (Department of Libraries,
Since 1995, the number of academic libraries has nearly tripled University libraries are governed by the Regulations on the Organization and Operation of University Libraries established by the Ministry of Higher Education in 1986, as well as the updated regulations for academic libraries issued in 2008.
MSCT (2008) The regulations provide guidance for academic libraries with regard to the functions, missions, authority, targeted library users and services, library administrative hierarchy and activities, facilities, infrastructure and budget
Depending on the location, each university library is a member of an academic library association, either the Vietnam Library Association of Northern Academic Libraries
The Vietnam Library Association of Southern Academic Libraries, established in 2007, builds on the foundation of the Federation of Southern Academic Libraries formed in 2001 These associations are crucial for offering continuous training for librarians, establishing necessary standards for library operations, and developing a regular accreditation program They also serve as a vital connection between government agencies and the library profession Additionally, the Vietnamese National Library Association, which was established in October 2006, is dedicated to advancing these important roles.
The Regulations from MCST (2008) and the Ministry of Higher Education (1986) establish that university libraries are essential components of their institutions, each led by a library director and supported by various functional units Funding for library operations comes from government sources, universities, sponsors, and fee-based services University libraries in Vietnam can be categorized into three groups based on their autonomy: the first group includes libraries at National Universities in Ha Noi and Ho Chi Minh City, which operate independently with financial autonomy; the second group consists of libraries that are independent units but lack financial decision-making power; and the third group comprises libraries that function as part of a larger university unit, such as academic affairs offices These distinctions may indicate varying perceptions of the library's role within universities, affecting investment decisions However, due to a lack of comprehensive statistical data on libraries in Vietnam, the exact distribution of these groups among the 400 university and college libraries remains unclear.
University libraries in Vietnam have developed significantly in recent decades Some university libraries have invested to upgrade their buildings, facilities and equipment to
Five libraries in Vietnam, including learning resource centers in Can Tho, Da Nang, Hue, Thai Nguyen, and national university libraries in Ho Chi Minh and Hanoi, have evolved into modern facilities (Department of Higher Education, 2008; Department of Libraries, 2008) These libraries have adopted unified standards for document processing and integrated computers and technology into various operational stages However, Vietnamese university libraries still face significant challenges, including limited collections, budgets, facilities, and equipment compared to their Western counterparts (Department of Higher Education, 2008; Department of Libraries, 2008).
To grasp the management of quality in university libraries in Vietnam, one must first consider the broader context of quality management (QM) in business and industry The Directorate for Standards, Metrology and Quality (STAMEQ), overseen by the Ministry of Science and Technology, currently regulates standardized quality activities in the country Established as Vietnam's national standards body, STAMEQ has been a member of the International Organization for Standardization (ISO) since 1977.
The government emphasizes the importance of quality control and management, leading to the issuance of key laws and regulations, including the 1999 Ordinance on the Protection of Consumers' Interests and the 1999 Ordinance on Goods Quality Additionally, Decision No 144/2006/QĐ-TTg mandates the implementation of TCVN ISO 9001:2000 quality management standards in state administration activities With over 6,000 national standards established, including several for library, information, and documentation, these regulations support production, business, and administrative functions The promotion of these laws and standards aims to enhance standardization, metrology, and quality control in line with the doi moi policy.
The Vietnam Quality Award (VQA), established in 1995 by the Ministry of Sciences, Technology and Environment, aims to enhance quality in manufacturing and service organizations, boosting competitiveness in both domestic and international markets The VQA assessment is grounded in a Quality Management (QM) system and evaluates business performance based on seven key criteria, including leadership and development.
6 strategic planning, customer focus and market, communication and performance analysis, human resources development, process management, and business results
Quality tools are essential for achieving organizational excellence in both manufacturing and service industries In Vietnam, the ISO 9000 series is the most recognized international standard, and its application has recently expanded into the education sector.
Despite Vietnam's progress in quality management (QM), several challenges persist Do (2006) identifies key limitations, including an inadequate quality policy and legal framework that fails to engage the public, politicians, producers, and consumers Additionally, there is a shortage of skilled human resources for QM activities and a lack of necessary facilities, technology, and infrastructure to support effective quality management.
The implementation of ISO 9000 series tools in Vietnam's public administration and education is still in its early stages, facing challenges due to insufficient organizational support, inadequate quality management knowledge, and ineffective governance methods (Ong, 2007) Consequently, quality management in these sectors requires more time for development and change, along with significant financial investment These factors contribute to the ongoing need for quality management in Vietnam to evolve in order to meet international standards and fulfill public expectations.
1.2.4 Higher education reform and the need for quality assurance
The higher education system in Vietnam is regulated by the state through various ministries, with the Ministry of Education and Training (MoET) responsible for setting enrolment quotas and approving program frameworks for both public and non-public institutions Additionally, 13 other ministries oversee specialized public higher education institutions, such as the Ministry of Justice, which manages law universities.
The increasing demands on quality human resources for the growth of the market- oriented economy are an important driver of expansion of higher education, including
Since 1993, 'people-founded' institutions and private universities in Vietnam have emerged, characterized by investments from social, professional, and economic organizations (Government, 2000) Recently, private universities, funded by individuals, have increasingly contributed to the educational landscape (Government, 2009) Notable examples include Hung Vuong University, Van Hien University, and Thang Long University, which operate on principles of voluntary capital contribution, financial autonomy, and self-balanced budgets In contrast, public universities primarily rely on state funding for about 70% of their operating costs, with tuition fees covering only 30% (Hayden & Lam, 2010; Government, 2010) The rapid expansion of universities, along with their student and staff populations, is illustrated in Table 1.1.
Table 1.1: The increase of universities, students and lecturers in Vietnam
Overview of research
This section presents the problem statement, research questions, overview of research methodology, the scope and structure of the thesis
1.3.1 The problem and rationale for the study
Quality management (QM) in the service sector aids organizations in identifying customers, reaffirming their mission, and enhancing processes and services to boost customer satisfaction (Kearns, Krasman, & Meyer, 2006) In higher education, where quality is measured by research, learning, and teaching standards, adopting a QM approach in library services aligns libraries with institutional priorities (Brophy, 2005, p 180) Academic libraries must adapt to the evolving landscape of higher education, particularly amid economic pressures and technological advancements, to align with the criteria by which institutions are evaluated (Pritchard, 1996, p 573) Therefore, university library quality should undergo internal assessment, be evaluated based on institutional outcomes, and be validated by external standards.
UNIVERSITY Quality assessment and accreditation
14 feedback and support from stakeholders (faculties, administration, students, alumni), and validation by accreditation and other external bodies (Derfert-Wolf, Górski, & Marcinek,
The university library in Vietnam is evolving to meet the demands of Quality Assurance Agency (QAA) standards and the increasing expectations of users for enhanced resources and technologies With higher education reforms, the anticipated rise in library usage is driven by new teaching methods and a more engaged student role in learning, emphasizing quality research However, university libraries face significant challenges in meeting stakeholder needs, as their capabilities remain limited The slow progress in upgrading library facilities and infrastructure highlights persistent issues in management practices, service attitudes, and objectives, which have seen minimal improvement over the years.
As the future vitality of libraries in the university depends on whether they can dynamically and continually prove their value to all educational stakeholders (Pritchard,
1996), managing and improving quality has become critical for university libraries, and reflects a change in both the internal and external environments of higher education
To enhance service quality and contribute to institutional excellence, libraries must address the question of which model to adopt for quality management (QM) In Vietnam, QM has not been effectively implemented, and there is a notable absence of systematic studies on this topic Key issues include a lack of focused research on university library QM and its foundational principles, insufficient consideration of organizational factors affecting QM development and implementation, and limited knowledge about current quality management methods used by libraries By addressing these gaps, Vietnamese university libraries can establish a QM model that improves services, meets user expectations, and aligns with evolving educational demands.
15 higher education Thus a study which integrates a holistic model with QM programs and strategies is desperately needed
The aim of this study is to develop a framework to support the development and implementation of QM in university libraries in Vietnam
Taking into consideration the incompleteness of existing models, and their inappropriateness for Vietnamese university libraries, the primary questions of this study are:
1 What are key QM principles currently being applied in university libraries in Vietnam and how do they shape QM?
2 What is the implementation process of QM in university libraries in Vietnam?
3 What are the factors that enable and impede QM in university libraries in Vietnam?
This study was carried out in four key phases, utilizing a pragmatic paradigm to explore the topic from various perspectives The research employed two distinct techniques: surveys and interviews.
The researcher recognized the growing significance of Quality Management (QM) in Vietnam's professional and academic discussions, prompting a review of the limited Vietnamese literature on the subject A comprehensive analysis of global literature led to the development of a preliminary QM framework To further investigate QM practices, interviews were conducted with university library managers in Australia, a developed country Subsequently, a survey instrument was validated through consultations with Vietnamese university library managers and lecturers.
The second phase used a survey for collecting data for the study Questionnaires were sent to all university library directors in Vietnam Data collected from the survey were
16 analysed and reported in text, tables and diagrams Findings from the survey were used as a source to select a sample and to compile interview questions for the next phase
The third phase involved conducting interviews with chosen university library managers and librarians from various professional sectors within the selected university libraries The data collected from these interviews were analyzed, and the findings were presented through text, tables, and diagrams These results, combined with the survey findings, were utilized for additional analysis in the final phase.
The final phase included synthesizing, comparing, and interpreting survey and interview findings to assess the status of Quality Management (QM) in Vietnamese university libraries and the perceptions of library directors and librarians The literature review's limited resources were integrated, and the data collection and analysis findings led to a revision of the QM implementation framework, aimed at helping university libraries in Vietnam enhance their quality management practices.
1.3.4 The scope of the study
This study evaluates the implementation of Quality Management (QM) at the organizational level, focusing on its current status in relation to key factors influencing its execution It emphasizes six core principles: leadership, quality planning, customer focus, human resource management, process management, and performance measurement The investigation into QM implementation is based on two systems utilized by the libraries interviewed: the MoET standards for quality accreditation and ISO 9001:2000 Additionally, the study explores the context of QM implementation both internally within organizations and in their external environments.
This study focuses on Vietnamese university libraries within public and non-public higher education institutions, excluding foreign and technical educational institutions due to their distinct characteristics and the researcher’s financial constraints The successful implementation of Quality Management (QM) in organizations heavily depends on the pivotal role of top management.
The survey focused exclusively on the views of university library directors, with questionnaires distributed to all library managers These managers were also the primary participants in interviews aimed at gathering qualitative insights on the subject Successful implementation of a Quality Management (QM) program hinges on the commitment and positive engagement of staff Consequently, middle managers and staff from selected university libraries were recruited for interviews.
The thesis is structured in eight chapters
Chapter 1 introduces the background to the research, including an overview of library systems and QM in Vietnam and higher education reform which requires university libraries to improve quality
Chapter 2 reviews background knowledge of QM, with a focus on its definitions, evolution, principles and current practices in libraries, including in the Vietnamese context
Chapter 3 further addresses issues of QM implementation with regard to its processes and barriers The chapter proposes a framework based on the literature review and from a perspective of strategic change
Chapter 4 presents the research design used to conduct the study
Chapter 5 focuses on presenting and analysing quantitative data based on the results from the survey questionnaire
Chapter 6 covers findings based on the qualitative data of the six QM principles and their associated practices, which reflected the status of QM in the university libraries
Chapter 7 analyses the data collected from the interviews to address the QM processes
Chapter 8 discusses contextual factors influencing QM implementation based on the interview data
Chapter 9 provides a synthesis of both quantitative and qualitative findings based on the research questions and presents a fresh revision of the QM framework for university libraries in Vietnam
Chapter 10 presents recommendations for QM implementation in university libraries in Vietnam, thesis contributions and suggestions for future research
QUALITY MANAGEMENT AND UNIVERSITY LIBRARIES
Introduction
Quality management (QM) extends beyond products to encompass service organizations, including libraries By grasping the principles of QM and their implementation, libraries can effectively enhance and maintain service quality This chapter reviews literature on the definitions of quality and QM, explores various philosophies and models, and outlines key QM principles It also examines research on QM within the service sector, particularly in higher education and university libraries in Vietnam, to evaluate the impact on service quality.
QM is understood and incorporated in these kinds of organisations.
Concepts of QM
This section discusses quality and QM concepts which inform the research framework of this study
2.2.1 Determining the meaning of quality
Quality is a multifaceted and subjective concept, as its interpretation varies among individuals Definitions of quality can be classified into three main categories: the manufacturing-based perspective, the customer-based perspective, and integrated perspectives on quality.
The first group of definitions emphasizes the importance of meeting requirements or standards in quality Quality is defined as 'conformance to requirements' (Crosby, 1979, p.17) and the 'degree to which a set of inherent characteristics fulfill requirements' (ISO, 2005, p 7) Typically, product or service creators determine the necessary quality levels and the means to achieve them These definitions are particularly relevant to manufacturing, where specific processes and standards are followed However, they may not fully apply to the services sector, as 'there are often no specified standards, and even if they exist, they are challenging to measure' (Mohanty & Behera, 1996, p 15) Services fundamentally depend on the interaction between customers and providers.
19 providers which do not directly make physical manufactured goods (Evans & Lindsay,
Service quality is largely influenced by the interactions between staff and patrons, which are often subjectively assessed Key characteristics of service quality include reliability, courtesy, credibility, and responsiveness.
1985) It is necessary to find a more applicable definition for quality in services
The second group, including Deming (1986), Oakland (2004), and Brophy (1994), emphasizes the connection between quality and customers, defined as organizations or individuals that receive products or consume goods and services (ISO, 2005, p 10).
Quality must address both current and future consumer needs (1986, p.5) Oakland (2004, p 5) emphasizes that quality involves meeting customer requirements, while Brophy (1994, p 242) highlights it as achieving the best fit to users' needs within available resources Although manufacturing primarily aims to serve consumers, service industries are more closely aligned with these definitions, as they provide intangible products tailored to customer needs through effective communication As individual customer needs evolve, service organizations must adapt to rising expectations, making it essential to enhance customer satisfaction, particularly in sectors like libraries.
Quality is defined as meeting predetermined standards and customer expectations, with Harer (2001) describing it as a "state of excellence" assessed by known instruments or customer feedback According to ISO 11620 (2003), quality in a library encompasses the totality of features and characteristics that enable it to meet stated or implied needs Evans and Lindsay (2011) stress the importance of organizations creating products of true quality to satisfy diverse customer needs Therefore, to achieve quality, organizations must identify and consistently apply quality criteria based on customer requirements.
1 Source: Business dictionary http://www.businessdictionary.com/definition/customer.html
There is no universally accepted definition of quality, as various definitions are suitable for different contexts (Sousa & Voss, 2002, p 94) The multiple dimensions of quality contribute to the diversity of products and services available However, achieving quality is challenging, as organizations must continuously manage and innovate to meet elevated standards and the growing demands of customers.
Vietnamese university libraries are currently underdeveloped, and a suitable definition of quality focuses on aligning products and services with user needs based on the library's existing capacity This approach enables these libraries to enhance quality through established standards while addressing user requirements Consequently, this study adopts the ISO 11620 definition of library quality, which emphasizes excellence assessed by specific standards related to library resources, capacity, and user satisfaction.
Achieving quality offers organizations benefits such as cost-effectiveness, enhanced productivity, and increased customer satisfaction and loyalty To improve quality, it is essential to understand and investigate Quality Management (QM) The meaning of QM varies across different approaches, and this section analyzes several definitions to identify common characteristics The definitions summarized in Table 2.1 reflect the prevalent understandings of QM in the literature This narrative aims to highlight the main attributes of QM definitions found in the literature without reiterating all references.
Table 2.1: An analysis of the meaning of quality management
An integrated strategy for achieving and maintaining high-quality output emphasizes the importance of process maintenance and continuous improvement across all organizational functions This approach aims to prevent defects at every level, ultimately ensuring that customer expectations are not only met but exceeded.
2 ‘all management activities and functions involved in determination of quality policy and its implementation through means such as quality planning and quality assurance (including quality control)’ (WebFinance Inc., 2010) x x x x
To effectively manage an organization’s quality, three coordinated activities are essential: establishing a quality policy, setting quality objectives, and implementing quality planning, control, assurance, and improvement These elements work together to direct and control quality within the organization, ensuring adherence to established standards and continuous enhancement of processes.
4 ‘all of the processes, activities and measures that contribute to the management of the quality of the products, service or other outputs from the organisation’ (Rowley & Roberts, 2004, p 158) x x
5 ‘that aspect of the overall management function that determines and implements the quality policy
QM requires the commitment of top management including strategic planning, allocation of resources and other systematic activities for quality such as quality planning, operations and evaluations’ (Tam,
Effective planning, organizing, and directing are essential for harnessing the capabilities of all employees, fostering continuous improvement across the organization, and ultimately achieving excellence (Lakhe & Mohanty, 1994, p 10).
Note: Attributes are numbered as follows
The foundational concepts of quality management (QM) include the formulation of quality policies, the establishment of quality goals, and the creation of a quality plan, which are prevalent in various definitions of the term Notably, Lakhe and Mohanty (1994) and Tam (2000) exemplify the formulation of quality policies in their studies These three attributes underscore the importance of strategic planning and control, highlighting the critical role of top management in effective quality management.
Quality Management (QM) is a complex concept that encompasses various activities such as planning, implementing, evaluating, and continuously improving quality while meeting customer expectations Despite commonalities, there are inconsistencies in definitions related to controlling, assuring, and improving quality, highlighting the diverse interpretations of QM across different fields The literature presents multiple expressions of QM, including quality control, quality assurance, total quality management (TQM), and total quality service (TQS) Implementing QM requires flexibility based on organizational characteristics and demands significant effort and long-term commitment.
This study seeks to explore the implications of Quality Management (QM) within library management QM is characterized by specific principles that guide library operations, supported by essential activities to ensure effective quality control The research defines QM as the systematic management principles and related practices required to deliver products and services that meet customer needs and expectations, considering both the library context and the broader organizational environment.
QM evolution and philosophies
This section presents stages of QM development, and QM philosophies that are viewed from quality pioneers such as Deming, Crosby and Juran
The history of quality development consists of four different stages: inspection, quality control, quality assurance and total quality management (TQM) (Hannula, Kulmala, & Suomala, 2008; Dahlgaard, 1999; Garvin, 1988)
Inspection is defined as the evaluation of conformity through observation and judgment, often supplemented by measurement and testing (ISO, 2005) Essentially, it involves assessing the quality characteristics of products to ensure they meet specified requirements As the foundational aspect of quality management (QM), inspection plays a crucial role in the manufacturing industry.
In the current development phase, products undergo testing by trained inspectors before delivery, as noted by Brophy & Coulling (1996) While defective items are returned for replacement, there is no proactive approach to prevent future issues Most inspections occur outside the production process, leading to inadequate and untimely feedback for workers and managers responsible for manufacturing Consequently, although quality is assessed, it is not systematically controlled due to insufficient leadership commitment and a disconnect between the inspection process, production activities, and the establishment of product requirements and standards.
Quality control, as defined by ISO (2005, p 9), is a crucial component of quality management (QM) that emphasizes meeting quality requirements These requirements can pertain to various aspects, including effectiveness, efficiency, and traceability.
At this stage, essential functions for ensuring product quality and the regulatory processes involved are evaluated A thorough investigation into the quality of services, products, and procedures is initiated to implement effective output control (Brophy & Coulling, 1996; Saad & Siha, 2000) Quality control actions for products and services range from establishing manufacturing processes to implementing comprehensive quality management systems.
Implementing quality control procedures at each stage of production, along with statistical process control and automation, enables organizations to identify errors and manage non-conformance during delivery This advancement leads to a reduction in defective products; however, design issues may persist As a result, manufacturing processes remain inadequate due to product rejections and waste costs.
Quality assurance is a crucial aspect of quality management (QM) that ensures quality requirements are met (ISO, 2005) It involves planning and designing quality into all processes related to delivering services or products, supported by the systematic use of quality data (Brophy & Coulling, 1996; Saad & Siha, 2000) To maintain quality, organizations must establish standards, set requirements, and evaluate performance against these criteria, correcting any failures as they arise Unlike quality control, which addresses failures after they occur, quality assurance focuses on redesigning incomplete processes to prevent defects Tools such as statistical process control and control charts are essential in this preventive approach to quality assurance.
In the 1950s, Juran highlighted the significance of measuring quality costs, emphasizing that while expenditures on quality assurance through prevention activities like inspection and sampling are essential, costs arising from faults, such as repairs and reworking, should be minimized Identifying and measuring these costs is crucial for ensuring the efficient production and delivery of products and services.
At the Total Quality Management (TQM) level, the quality of products and services significantly influences the attitudes and behaviors of employees, while placing customers at the forefront of planning and production processes A key aspect of TQM is the necessity for unwavering commitment from top management and all staff members over the long term.
Total Quality Management (TQM) serves as a powerful framework for enhancing employee motivation, involvement, and creativity while prioritizing customer and stakeholder needs By aligning product and service characteristics with customer requirements, organizations can achieve higher levels of customer satisfaction and loyalty TQM emphasizes a long-term commitment to staff training and development, ensuring employees possess the necessary skills and data-driven insights for continuous improvement Additionally, TQM encourages organizations to benchmark against top competitors, fostering a culture of learning and adaptation This ongoing commitment to improvement distinguishes TQM from traditional management approaches, enabling organizations to thrive in dynamic environments.
Current Quality Management (QM) theory has its roots in the post-war manufacturing industry, shaped by the philosophies of key figures such as Deming, Juran, and Crosby Their influential approaches have significantly impacted the organization and practice of QM, establishing foundational propositions that enable a comprehensive understanding of the field.
Deming emphasizes the importance of top management commitment and advocates for statistical process control, the elimination of barriers to employee participation, and the necessity of training in specific job skills He also highlights the value of education, self-improvement, and fostering partnerships that respect each other's contributions, all while striving for continuous process improvement.
Deming (1986) emphasizes that quality should focus on the needs of both current and future consumers He introduces a theory of chain reaction, which illustrates the connection between quality enhancement and productivity growth This theory posits that improved quality leads to reduced rework, fewer mistakes, minimized delays, and more efficient use of time and materials (Evans & Lindsay, 2011) Consequently, effective quality management enables organizations to lower production costs, ultimately resulting in increased market share and job creation (Deming, 1986).
The 14 principles identified can be categorized into three main areas: (1) a philosophy and mission that prioritize customer needs and a continuous pursuit of quality; (2) a supportive organizational environment that fosters norms and values guiding individual treatment; and (3) a focus on process, emphasizing the importance of preventing problems throughout activities and procedures instead of merely identifying failures at the end.
Juran is a key figure in the development of Quality Management (QM), defining quality as the alignment of product features with customer needs He emphasizes that customer satisfaction arises when a product meets expectations (1992, p 7) Juran's 'quality trilogy' includes quality planning, quality control, and quality improvement, each with distinct implications for various employee levels Quality planning requires top management's commitment to meet established goals, while quality control involves middle management and workers in achieving quality objectives Quality improvement focuses on enhancing organizational performance to reach desired standards Juran offers a detailed approach to quality improvement, highlighting the importance of performance measurement to identify product deficiencies and inform decision-making (1992, p 117) His philosophy is applicable not only in manufacturing but also in the service sector and organizations facing dynamic environments, aligning closely with contemporary management practices (Evans & Lindsay, 2011, p 106).
Another thinker in QM, P.B Crosby, believes that quality is conformance to requirements, and therefore, setting requirements is the crucial activity in managing quality (Crosby,
1979, p.17) He describes QM as a system that includes performance standards and measurement According to Crosby, prevention of errors plays an essential role in
Crosby emphasizes the importance of ensuring quality over merely detecting and correcting errors, aligning with Deming's view on inspection He believes the quality department's role is to identify quality issues and implement solutions for improvement, with the ultimate goal of minimizing defects and measuring performance for long-term cost-effectiveness Crosby, like Juran, asserts that performance measurement data is crucial for evaluating organizational success and fostering continuous improvement Notably, successful quality management (QM) implementation does not necessarily require a large budget; instead, it relies on careful planning Organizations should focus not only on securing financial resources for quality initiatives but also on enhancing employee commitment and process management.
In commenting on the differences between the three quality pioneers, Evans and Lindsay
Models for managing quality
This section explores insights gained from various approaches to Quality Management (QM) implementation, including quality awards and quality assurance systems These models offer a framework of standards and tools that assist organizations in effectively developing and implementing quality management practices.
QM, self-assessment and improvement of its performance The models answer the question of what QM is, its concepts and components (Yusof & Aspinwall, 2000)
Numerous national and regional quality awards exist globally, with the European Foundation for Quality Management (EFQM) Quality Award and the Malcolm Baldrige National Quality Award (MBNQA) being two prominent examples These prestigious awards serve as benchmarks for quality competition among organizations and companies, as well as tools for self-assessing their performance.
The EFQM Excellence Model, established in 1991, serves as a framework for structuring an organization's management system, facilitating self-assessment, identifying improvement areas, and benchmarking performance against peers It comprises two primary components: enablers, which include leadership, policy and strategy, people, partnerships and resources, and processes; and results, which encompass people results, customer results, social results, and key performance results The model prioritizes customer satisfaction in its evaluation, followed by key performance results, processes, leadership, people management, people results, resources, policy and strategy, and societal impact.
The Malcolm Baldrige National Quality Award (MBNQA), established in 1987 and managed by the National Institute of Standards and Technology (NIST), aims to promote performance excellence and the sharing of effective management practices Similar to the European Foundation for Quality Management (EFQM) model, it serves as a tool for self-assessment of quality management practices and benchmarking among organizations The framework prioritizes customer focus, satisfaction, quality, and operational results.
The models discussed are designed for organizations striving for excellence in quality management (QM) practices and can also serve as self-assessment tools However, award-based models fall short in providing clear guidance on how to implement QM processes to meet award criteria Additionally, these awards lack systematic instructions for progressing towards the principles and adapting them to specific contexts.
System certification is a validation process where an independent entity evaluates and audits an organization's quality management system to ensure compliance with established standards The ISO 9000 series is the internationally recognized standard for quality management systems.
The ISO 9000 standard encompasses eight key quality management principles: customer focus, leadership, involvement of people, process approach, system approach to management, continuous improvement, factual decision-making, and mutually beneficial supplier relationships Unlike award-based models that emphasize both internal processes and business outcomes, ISO 9000 primarily targets the internal processes of organizational performance, including design, development, production, installation, and servicing This standard offers a systematic approach to establishing and maintaining a documented quality system aimed at enhancing customer satisfaction As the quality assurance standard for registration and certification, ISO 9000 emphasizes conformance to specific requirements in quality system development, though it is less comprehensive regarding staff participation, strategic planning, customer focus, and continuous improvement.
A common set of values unites various management models, emphasizing the importance of top management's role and responsibility, quality planning, customer focus, employee involvement, process management, and performance measurement These principles align with the foundational approaches of Deming, Crosby, and Juran.
Principles and practices of quality management
Quality Management (QM) is defined in this study as a collection of principles and associated practices Principles represent the fundamental values that define what is considered desirable for an organization or community, guiding the assessment of actions' rightness or wrongness (WebFinance Inc., 2010) Each principle encompasses various practices, which are the observable aspects of QM that enable managers to implement organizational improvements (Sousa & Voss, 2002).
Organizations demonstrate their beliefs through specific actions and practices (Ruth, 1997, p 165) To effectively develop and implement Quality Management (QM), it is essential for an organization to embrace a set of QM principles and practices that support the attainment of its quality objectives.
There is no consensus on which Quality Management (QM) principles are essential for organizational success Given the vast amount of information on QM principles and practices, it is impractical to include all references in a single table Table 2.2 summarizes studies focused on QM in the services sector and higher education, particularly relevant to library QM The six fundamental QM principles that dominate the services sector include leadership, strategic quality planning, customer focus, human resource management, process management, and performance measurement.
This section outlines the six principles that guide this study by identifying specific practices linked to each principle It examines various researchers' approaches to the topic, the overall impact of these principles on quality management (QM), and strategies for leveraging them to enhance QM systems within organizations.
Table 2.2: A brief summary of QM principles (from literature) in the service sector and higher education
Terms used for this study
Principles Terms used in the literature
Leadership Leadership Kanji, Tambi, & Wallace (1999), Macinati (2008), Manaf (2005),
Moghaddam & Monalleghi (2008), Ooi, Lin, Tan, & Chong (2011), Samat, Ramayah, & Saad (2006), Silvestro (1998), Sureshchandar et al (2001a), Sureshchandar, Rajendran, Anantharaman, &
Management commitment Samat et al (2006), Tari & Juana-Espinosa (2007)
Top management commitment Brah, Wong, & Rao (2000), Talib & Rahman (2010)
Strategic planning Manaf (2005) Ooi et al (2011)
Brah et al (2000), Ooi et al (2011), Samat et al (2006), Sureshchandar et al (2001a), Sureshchandar et al (2002), Talib & Rahman (2010), Venkatraman (2007)
Customer-driven quality Moghaddam & Monalleghi (2008)
Berry (1998), Brah et al (2000), Manaf (2005), Samat et al (2006), Talib & Rahman (2010)
Employee empowerment Behara & Gundersen (2001), Brah et al (2000), Samat et al (2006),
Behara & Gundersen (2001), Berry (1998), Brah et al (2000), Manaf (2005), Samat et al (2006), Talib & Rahman (2010), Venkatraman (2007)
Employee satisfaction Sureshchandar et al (2001a), Sureshchandar et al (2002)
Participation Berry (1998), Macinati (2008), Moghaddam & Monalleghi (2008) Quality improvement rewards/ Compensation
Behara & Gundersen (2001), Brah et al (2000), Talib & Rahman
Ooi et al (2011), Sureshchandar et al (2001a), Sureshchandar et al
Teamwork Behara & Gundersen (2001), Berry (1998), Kanji et al (1999),
Behara & Gundersen (2001), Sureshchandar et al (2001a), Sureshchandar et al (2002)
Process management Behara & Gundersen (2001), Macinati (2008), Ooi et al (2011) Service design Brah et al (2000)
Problem prevention Berry (1998), Kanji et al (1999)
Process improvement Brah et al (2000), Kanji et al (1999)
Brah et al (2000), Macinati (2008), Manaf (2005), Talib & Rahman
Information and analysis Macinati (2008), Ooi et al (2011), Samat et al (2006),
Sureshchandar et al (2001a), Sureshchandar et al (2002), Talib & Rahman (2010), Venkatraman (2007)
Self-assessment Tari & Juana-Espinosa (2007)
Management by facts Berry (1998), Manaf (2005), Moghaddam & Monalleghi (2008) Measurement of resources Kanji et al (1999)
Benchmarking Behara & Gundersen (2001), Brah et al (2000), Sureshchandar et al
(2001a), Sureshchandar et al (2002), Talib & Rahman (2010)
Leadership plays a crucial role in Quality Management (QM), emphasizing the need for top management commitment to establish and communicate a clear organizational vision that aligns with rising customer expectations Effective implementation of a QM program necessitates meticulous planning of the organization's vision, mission, and goals It is the responsibility of top managers to initiate QM activities, underscoring their significant role in driving these initiatives within the organization.
Effective leadership requires clear communication of values and beliefs from top management to employees, emphasizing both short-term and long-term goals and performance expectations.
Clear directions and expectations are essential for setting achievable targets and preparing resources for implementation Top managers play a crucial role in establishing well-defined systems, methods, and performance measures to reach these goals Since service quality relies heavily on employee participation and commitment, it is vital for top management to foster an environment that encourages responsibility, skill development, and knowledge acquisition This supportive atmosphere is cultivated through trust, freedom, innovation, continuous education, effective communication, empowerment, and motivation By promoting employee involvement in decision-making and problem-solving, top management can unlock creative potential, enabling effective operation in a dynamic environment Additionally, as organizations face technological advancements and evolving customer needs, top management must adeptly manage and support change within the organization.
Top management actions are significantly shaped by the traits of leaders and the prevailing organizational culture (Pors, 2001; 2008) While extensive literature emphasizes the various commitments leaders should undertake, there is a notable lack of research addressing the underlying influences on these actions.
33 factors which may influence leadership Therefore, Porter and McLaughlin (2006) suggest that the interaction between leadership and organisational context should be investigated further
Strategic planning for quality involves setting organizational goals to achieve high-quality outcomes, which is essential for long-term success (Roberts & Rowley, 2004) According to Asif et al (2009), a strategic quality plan is vital for any business as it ensures that various organizational functions operate in a cohesive manner.
Customers are essential to ensuring quality in the service sector, as highlighted in section 2.2.1 To establish effective quality goals and policies, organizations must consider both current and future customer needs (Johannsen, 1996b; Oakland, 2004, p 85) Unlike manufacturing, the service sector provides intangible offerings that rely on interactions between customers and service employees Given that customer needs are dynamic and complex, organizations must employ various methods to gather information and data (Johannsen, 1996a) to make informed decisions and enhance performance.
With dynamic organisational environments, quality policies and plans should be reviewed and updated to fit into internal and external circumstances (Johannsen, 1996b; Oakland,
In a university library, it is essential for quality policies and plans to align with the overarching goals and strategies of the parent institution Acknowledging the institution's research, teaching, and learning missions allows libraries to effectively develop and modify their own policies This ongoing process is crucial for identifying barriers and enablers, selecting appropriate approaches, and shaping future directions.
For an organization's quality policy and plans to be effectively implemented, strong commitment from employees is essential Engagement in strategic planning and open communication regarding policies and plans should involve employees across all levels and functional areas.
Moballeghi, 2008; Oakland, 2004, p 85; Tam, 2000) The more that employees participate in quality planning, the greater the level of their commitment to QM practices
In the services sector, quality is primarily defined by the ability to meet the requirements of external customers who utilize the goods or services offered by organizations Researchers in Quality Management emphasize the importance of a customer-centric approach, which involves ongoing efforts to understand and fulfill customer needs and expectations Therefore, developing effective methods to comprehend and satisfy these needs is essential for success in the services industry.
To effectively understand customers, it is essential for managers and employees to identify their needs through various tools and methods for data collection and analysis Customer feedback becomes valuable when it informs the design and enhancement of services, procedures, and processes.
To enhance customer satisfaction, organizations must not only gather information about their customers but also identify distinct customer groups and tailor products and services accordingly According to Evans and Lindsay (2011), six key actions are essential for meeting customer needs: identifying customer segments, classifying demands (the 'voice of the customer'), designing production and service systems to fulfill these demands, fostering a customer-centric organizational culture, managing customer feedback, and measuring outcomes Implementing these strategies allows organizations to align their practices with customer needs, ultimately leading to improved customer satisfaction ratings.
QM in university libraries
Quality Management (QM) has a long-standing presence in manufacturing and has recently been adopted in the services sector, including banking, hospitality, and healthcare A key question arises regarding the applicability of QM in university libraries, where users do not directly pay for services This section aims to explore this issue, transitioning from broader international library concerns to the specific context of Vietnam.
2.6.1 Applicability of QM in university libraries
Libraries are significantly behind other service industries like banking, healthcare, and insurance in adopting Quality Management (QM) principles, especially Total Quality Management (TQM) The debate regarding the applicability of business and industrial QM principles to non-profits and the service sector, including university libraries, has resulted in a delayed implementation of these practices.
Quality control principles, initially designed for the private sector and industrial settings, may encounter challenges when applied to managing the quality of intangible resources like information This is particularly true in organizations where structures, culture, management styles, business strategies, and customer bases differ significantly from those of industrial organizations.
University libraries operate in a challenging environment characterized by financial constraints, rising user expectations, and rapid technological advancements As library budgets remain fixed while the costs of publications soar, these institutions must compete with various information services, including the Internet and online databases Research indicates that libraries risk falling behind in this competitive landscape, facing ongoing challenges to their relevance and existence To thrive, university libraries must prioritize user satisfaction over profit and demonstrate their value and contributions to their parent institutions amidst increasing demands for accountability and budgetary pressures.
The quality of university libraries significantly impacts the overall quality of higher education institutions, necessitating their evolution to enhance teaching, learning, and research services To achieve this, libraries must broaden their perspectives beyond traditional professional boundaries and explore commercial models and tools for development The adoption of various Quality Management (QM) models has emerged as a trend in library management, as highlighted by Jurow and Barnard (1993) and Alemna (2001), who emphasize the importance of Total Quality Management (TQM) values in this context.
Participative management, employee education and training, and responsive service are well-established concepts in libraries, aligning them with Total Quality Management (TQM) Despite this alignment, libraries have yet to fully implement certain elements of continuous improvement, quality tools, measurement, and customer-focused planning Moghaddam and Moballeghi (2008) emphasize that both industries and libraries prioritize customer satisfaction, highlighting the close relationship between TQM principles and library science.
Implementing Quality Management (QM) in libraries can yield significant benefits, despite the inherent nature of libraries According to Jurow and Barnard (1993), adopting QM concepts can enhance library management by dismantling interdepartmental barriers and fostering a focus on employees and continuous improvement Byrd (1998) highlights that Total Quality Management (TQM) can drive changes in management practices, training, staff development, and technology Additional advantages of QM include improving the library's image, demonstrating service quality enhancements (Hsieh et al., 2000), establishing clearer procedures, fostering teamwork, controlling processes, enhancing customer relationships, reducing waste (Kaur, Pauziaah, & George, 2006), and developing leadership skills and staff empowerment (Miller & Stearns, 1994) Lawes (1993) categorizes the outcomes of QM implementation into marketing and public relations, customer benefits, organizational efficiency, and staff advantages While QM implementation may not guarantee the highest quality at all times (Moghaddam & Moballeghi, 2008), it offers numerous positive aspects that can significantly benefit libraries.
2.6.2 QM implementation in university libraries
Customers expect top-notch services and products, prompting organizations, including university libraries, to prioritize customer satisfaction to enhance profits and perceived benefits University libraries must provide appropriate services to users, demonstrating their value to stakeholders such as users and financial supporters This section examines the implementation of Quality Management (QM) in libraries, highlighting the QM models and tools utilized within these institutions.
University libraries play a crucial role in the success of higher education institutions, primarily operating as non-profit organizations Library managers face the challenge of managing quality and delivering exceptional services to meet the diverse expectations of stakeholders while showcasing the benefits of their offerings Despite the lack of a global consensus on quality management, various tools from manufacturing and service industries, such as Total Quality Management (TQM), ISO 9000 series, SERVQUAL, and benchmarking, have been adopted by university libraries worldwide to enhance service quality.
Table 2.3: QM models applied in libraries
TQM Clack (1993), Butcher (1993), Owens (1999), Byrd (1998), Boelke (1995), Binkley
EFQM Barrionuevo & Perez (2001), Diaz, Barrionuevo, Martinez, Reche, & Perez (2005) ISO 9000 series
Balague (2007), Kostagiolas & Kitsiou (2008), Kaur et al.(2006), Kitisrivoraphan (2000), Kaur (2007), Praditteera (2001), Taib, Ahmad, & Osman (2010), Valls & Vergueiro
SERVQUAL Ahmed & Shoeb (2009), Coleman, Xiao, Bair, & Chollett (1997), Hakala & Nygrén
(2010), Pinto, Fernỏndez-Marcial, & Gúmez-Camarero (2009), Satoh, Nagata, Kytửmọki,
Benchmarking Balague & Saarti (2009), Cullen (2003), Levinge & Tang (2006), Robertson & Trahn
The use of TQM in libraries started in the late 1980s to early 1990s (Brophy, 2005, p 181; Johannsen, 1996b; Wang, 2006) In 1993, a series of articles was published in the book
Integrating Total Quality Management (TQM) in library settings, as explored by Jurow and Barnard (1993), highlights its implementation at Harvard College Library and Oregon State University Library, marking a significant moment for university libraries TQM, defined as "the art of managing the whole to achieve excellence" (Moghaddam & Moballeghi, 2008), can be tailored to meet specific library needs At Harvard, the motivation for adopting TQM was to enhance staff roles and responsibilities amid a dynamic environment, necessitating advancements in scholarly communication and technology applications (Clack).
In 1993, key priority areas for Total Quality Management (TQM) were established, emphasizing service excellence, employee involvement, training, a focus on processes and systems, continuous improvement, and collaboration across boundaries At the Oregon State University Library, these principles are exemplified through effective teamwork.
The Oregon State University Library's Total Quality Management (TQM) program prioritized development and enhancing customer satisfaction, demonstrating both advantages, such as increased staff participation and improved decision-making, and challenges, including the lengthy nature of the process and resistance to cultural changes within the organization (Butcher, 1993).
The applicability of TQM in libraries is examined from a theoretical perspective by Wang
Wang (2006) emphasizes the shift in perspective from viewing library users as mere patrons to recognizing them as customers, which necessitates a cultural transformation within library operations This transformation requires a commitment to long-term thinking, teamwork, and strong leadership to achieve Total Quality Management (TQM) Moghaddam and Moballeghi (2008) point out that for TQM to succeed in developing countries, it is essential to have top management commitment, focus on customer needs, continuous improvement, and active employee involvement and empowerment While neither Wang nor Moghaddam and Moballeghi claim that TQM is the ultimate solution for libraries, they agree that its implementation represents a positive step forward.
The ISO 9000 series is a widely used tool for Quality Management (QM) implementation in university libraries across Asia, including Malaysia This series facilitates the development of QM systems and certification for libraries, aligning closely with Total Quality Management (TQM) philosophy It aims to enhance customer satisfaction and promote continuous improvement in organizational performance According to Valls and Vergueiro, the application of ISO 9000 yields numerous benefits that align with the eight QM principles: customer focus, leadership, people involvement, process approach, system approach to management, continuous improvement, data-driven decision-making, and supplier relationships.
The EFQM model is a comprehensive management approach utilized in libraries, particularly in university libraries across Spain, to assess strengths and weaknesses for continuous improvement (Barrionuevo & Perez, 2001; Diaz et al., 2005) This tool is recommended for similar library structures, including public, government, and specialist libraries Additionally, other management tools such as the Balanced Scorecard (BSC), benchmarking, and SERVQUAL are also considered effective for strategic planning.
Research on library QM
This section examines how the topic of QM implementation in university libraries has been studied in the library profession in general, including developing countries, and in Vietnam in particular
The contemporary library QM literature covers a number of themes, including:
Principles of QM applicable for libraries (Hsieh et al., 2000; Wang, 2006),
Application of QM models and tools (see Table 2.3),
Barriers and challenges of QM implementation (see Chapter 3, Table 3.3),
Performance measurement in libraries is essential for assessing their effectiveness and efficiency, as highlighted by various studies (Alsulaiman, 2001; Deventer & Snyman, 2004; Melo & Sampaio, 2006; Poll, 2006; Poll & Payne, 2006; Turk, 2007) Additionally, understanding the concepts of quality and service quality in libraries is crucial for enhancing user satisfaction and service delivery (Arshad & Ameen, 2010; Hernon & Altman, 1996; Hernon & Whitman, 2000; Kiran, 2010; Nitecki, 1996; Pritchard, 1996; Quinn, 1997; Scupola & Nicolajsen, 2010; Yu, Hong, Gu, & Wang, 2008).
In recent years, library quality has become a significant area of research, focusing on key dimensions of Quality Management (QM) such as top management leadership, customer focus, employee management, process management, measurement, and continuous improvement Various QM models and tools have been implemented to enhance library quality However, existing studies have primarily examined these QM aspects in isolation, highlighting a gap in research that employs both quantitative and qualitative methods to develop a comprehensive QM framework Additionally, there is a growing recognition of the importance of QM in libraries and the need to explore the relationship between the organizational environment and its key characteristics.
Research on the implementation of Quality Management (QM) principles and practices is limited, particularly in the context of university libraries There is a pressing need for studies that explore how QM is applied and the impact of various environments on its implementation Developing a comprehensive QM framework for university libraries is essential to enhance their operational effectiveness.
Ensuring the quality of university library services is a critical demand in Vietnam, as highlighted in government documents (MoET, 2004, 2007; MCST, 2007) Despite this recognition, many university libraries in Vietnam continue to operate at a low quality level, particularly concerning their services, human resources, funding, and facilities (Department of Libraries, 2008).
There are very limited studies of library QM in Vietnam Recently, responding to the need of library assessment for higher education accreditation, several conceptual papers
46 have been presented by Phan (2002), H.C Nguyen (2005b), V.H Nguyen (2007; 2008) and M.H Nguyen (2005)
Phan (2002) highlighted the importance of implementing quality standards in libraries, specifically introducing ISO 9000 and its application methods for libraries and information centers Despite this, there is a lack of published research demonstrating the successful implementation of the ISO series in Vietnamese libraries.
When evaluating the status of quality assurance in libraries in Vietnam, M.H Nguyen
(2005) shows the lack of well-educated and trained personnel Nguyen recommended that quality assurance of library services and continuous training are required
H.C Nguyen (2005b) shared insights from his library experience focused on quality assurance, highlighting that the Library and Information Centre at Vietnam National University (VNU) in Ha Noi aligns with the university's strategic direction and is integrated into its structures, systems, and financial planning.
The quality of a library is enhanced by utilizing infrastructure, resources, and services that support learning, teaching, and research, along with fostering external partnerships with other organizations.
V.H Nguyen (2007; 2008) analyses the role of university libraries in ensuring quality of the parent institutions, and the need for libraries to evaluate their quality He presents several standards used for library assessment, containing the MoET standard and several university criteria He then suggests methods to collect evidence for evaluation He affirms that university library quality in Vietnam is at a low level of development and needs to be investigated
In Vietnam, library research predominantly centers on various aspects such as bibliographic standards, information technology applications, library service operations, continuous professional education and training, information literacy, and general library organization and management Notably, while these activities strive for quality improvement, they do not specifically focus on quality management (QM).
Despite the recognized importance of Quality Management (QM) in today's landscape, there is a notable gap in research that offers a QM framework tailored for libraries to thrive amid higher education reforms in Vietnam Effective library quality management is an ongoing process that must adapt to the ever-changing internal and external environments, as well as the diverse needs of users across different organizations and countries While certain quality models may work for university libraries in developed nations, their applicability in developing countries like Vietnam remains uncertain, raising critical questions about the relevance of these models in different contexts.
Chapter conclusions
This chapter has examined essential concepts related to Quality Management (QM) and quality models, particularly their principles in the service sector Although these models offer advantages to organizations, they fall short in addressing critical operational and strategic challenges, particularly the connections between an organization's internal and external environments (McAdam, Leonard, Henderson, & Hazlett, 2008).
Quality Management (QM) has been effectively implemented in libraries, particularly in developed countries, where it has matured as a concept In contrast, Vietnamese libraries are still in the early stages of adopting QM, as quality assurance in higher education has only recently emerged in Vietnam For academic libraries in Vietnam to enhance their service quality and meet higher education standards and user expectations, a deeper understanding of QM is essential The subsequent chapter will address the challenges associated with developing and implementing QM programs, aiming to identify strategies that can assist university libraries in Vietnam in managing quality effectively.