The quality movement & organization theory

Author(s)

Bibliographic Information

The quality movement & organization theory

Robert E. Cole, W. Richard Scott, editors

Sage, c2000

  • : hbk
  • : pbk

Available at  / 32 libraries

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Note

Includes bibliographical references and indexes

Description and Table of Contents

Description

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

Introduction - W Richard Scott and Robert E Cole PART ONE: QUESTIONS AND CONCERNS FROM ORGANIZATION THEORY: THREE FOUNDATIONAL PAPERS Management Theory and Total Quality - James W Dean Jr and David E Bowen Improving Research and Practice Through Theory Development Total Quality Management - J Richard Hackman and Ruth Wageman Empirical, Conceptual and Practical Issues Organizing for Continuous Improvement - Sidney G Winter Evolutionary Theory Meets the Quality Revolution PART TWO: THE QUALITY MOVEMENT IN AMERICA Market Pressures and Institutional Forces - Robert E Cole The Early Years of the Quality Movement Patterns in the Deployment of Total Quality Management - George S Easton and Sherry L Jarrell An Analysis of Forty-four Leading Companies Quality Comes to the Public Sector - Linda Kaboolian Quality Improvement - Karl E Weick A Sensemaking Perspective PART THREE: 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 Way - Nelson P Repenning and John D Sterman Self-Confirming Attributions in the Dynamics of Process Improvement The Effects of Total Quality Management on Corporate Performance - George S Easton and Sherry L Jarrell An Empirical Investigation Organization Quality as a Cultural Variable - Kim S Cameron and Carole K Barnett An Empirical Investigation of Quality Cultures Quality as a Cultural Concept - Tomoko Hamada Messages and Meta-Messages PART FOUR: CONDITIONS AND CONTINGENCIES AFFECTING QUALITY DEVELOPMENT Tailoring Process Management to Situational Requirements - Kathleen M Sutcliffe, Sim B Sitkin and Larry D Browning Beyond the Control and Exploration Dichotomy Speed and Quality in New Product Development - Andrew B Hargadon and Kathleen M Eisenhart An Emergent Perspective on Continuous Organizational Adaptation Quality Improvement Practices and Innovative HRM Practices - Casey Ichniowski and Kathryn Shaw New Evidence on Adoption and Effectiveness The Incentives of Quality and the Quality of Incentives - David I Levine and Kathryn Shaw Quality Improvement and Incentive Pay for Frontline Workers Human Resource Policies and Quality - Thomas A Kochan and Saul Rubinstein From Quality Circles to Organizational Transformation

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