The abundance of literature on Total Quality Management (TQM) suggests that this phenomenon is a "hot" topic in management. Philosophical discussions and prescriptive discourses are readily available to those contemplating the implementation of TQM. Diversity within the literature does nothing to clarify this widely heard phenomenon. This report aims to develop an understanding of what is meant by TQM and to examine its links with corporate culture. The report achieves this by examining the literature in the areas of TQM, corporate culture and explores the links between these two concepts. The key elements of TQM are derived following examination of each word in the phrase TQM. Those key elements are: (1) continuous improvement, (2) the importance of and determination of the customer and his/her requirements, (3) the involvement of all employees, and (4) a totality of effort in line with organisational goals. Corporate culture is defined, after exploring the literature, to be that pattern of beliefs, values and basic assumptions that are adopted and adapted by the majority of organisational members to solve organisational problems and to understand why the organisation exists. The importance of corporate culture is shown by reference to the literature. Examination of the links between TQM and corporate culture occurs from both a theoretical perspective and by way of reference to examples of organisations that have or are implementing TQM. The links are shown to be clear. Ha\7ing established definitions of the concepts at issue, research is conducted using the case study method. This research is exploratory in nature and sets out to test the theoretical framework proposed. The theory suggests that TOM and corporate culture are linked and that the implementation of TOM requires an organisation to : (1) know what it requires of TOM, (2) assess the current state of its culture, (3) identify impediments to change, and (4) develop a plan to facilitate cultural embedding of the values and ideals of TOM. Findings from the case study are at odds with the theoretical framework. There is, in this instance, a lack of understanding of corporate culture, TOM, and the benefits to be derived from adopting a TOM strategy. A word of caution is required in that this study, being a single case study and exploratory for that matter, should not be used to generalise the findings. What is suggested is that further research be undertaken using a statistically significant sample of organisations to explore understanding, or lack of, corporate culture, TOM, an.d their links. This further research may reveal that despite the wealth of literature the above concepts are not widely understood or accepted.