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Searching... | 30000004744573 | HD58.8 C65 2000 | Open Access Book | Advance Management | Searching... |
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Summary
Summary
The Quality Movement and Organizational Theory provides a framework within which organization theorists may learn from, reflect upon, and contribute to the development of new approaches to organizational change and improvement. The book includes contributions by researchers who have been at the forefront of assessing new quality approaches, how they work, and the conditions under which they are effective. It also draws upon other organizational scholars who reflect on current efforts and findings in an effort to better link them to existing knowledge. The book bridges the world of theory and practice, making academics aware of recent developments to improve organizational performance and exploring ways in which these efforts both contribute to and challenge current theories. Practitioners will profit from the concerns and insights of organizational scholars.
Table of Contents
| IntroductionW Richard Scott and Robert E Cole |
| Part 1 Questions and Concerns From Organization Theory: Three Foundational Papers |
| Management Theory and Total QualityJames W Dean Jr and David E Bowen |
| Improving Research and Practice Through Theory Development |
| Total Quality ManagementJ Richard Hackman and Ruth Wageman |
| Empirical, Conceptual and Practical Issues |
| Organizing for Continuous ImprovementSidney G Winter |
| Evolutionary Theory Meets the Quality Revolution |
| Part 2 The Quality Movement in America |
| Market Pressures and Institutional ForcesRobert E Cole |
| The Early Years of the Quality Movement |
| Patterns in the Deployment of Total Quality ManagementGeorge S Easton and Sherry L Jarrell |
| An Analysis of Forty-four Leading Companies |
| Quality Comes to the Public SectorLinda Kaboolian |
| Quality ImprovementKarl E Weick |
| A Sensemaking Perspective |
| Part 3 Stages and Processes in Quality Improvement |
| The Road to "Root Cause"John Paul MacDuffle |
| Shop-Floor Problem-Solving at Three Auto Assembly Plants |
| Getting Quality the Old-Fashioned WayNelson P Repenning and John D Sterman |
| Self-Confirming Attributions in the Dynamics of Process Improvement |
| The Effects of Total Quality Management on Corporate PerformanceGeorge S Easton and Sherry L Jarrell |
| An Empirical Investigation |
| Organization Quality as a Cultural VariableKim S Cameron and Carole K Barnett |
| An Empirical Investigation of Quality Cultures |
| Quality as a Cultural ConceptTomoko Hamada |
| Messages and Meta-Messages |
| Part 4 Conditions and Contingencies Affecting Quality Development |
| Tailoring Process Management to Situational RequirementsKathleen M Sutcliffe and Sim B Sitkin and Larry D Browning |
| Beyond the Control and Exploration Dichotomy |
| Speed and Quality in New Product DevelopmentAndrew B Hargadon and Kathleen M Eisenhart |
| An Emergent Perspective on Continuous Organizational Adaptation |
| Quality Improvement Practices and Innovative HRM PracticesCasey Ichniowski and Kathryn Shaw |
| New Evidence on Adoption and Effectiveness |
| The Incentives of Quality and the Quality of IncentivesDavid I Levine and Kathryn Shaw |
| Quality Improvement and Incentive Pay for Frontline Workers |
| Human Resource Policies and QualityThomas A Kochan and Saul Rubinstein |
| From Quality Circles to Organizational Transformation |
