Improvement Research in Education · Search · University of Michigan CoRE Project

Adapting Total Quality Management (TQM) to Government

Swiss, J. E. (1992). Adapting Total Quality Management (TQM) to Government. Public Administration Review, 52(4), 356–362.

ISO 9000: Outside the Iron Cage

Boiral, O. (2003). ISO 9000: Outside the Iron Cage. Organization Science, 14(6), 720–737. https://doi.org/10.1287/orsc.14.6.720.24873

Coerced Practice Implementation in Cases of Low Cultural Fit: Cultural Change and Practice Adaptation During the Implementation of Six Sigma at 3M

Canato, A., Ravasi, D., & Phillips, N. (2013). Coerced Practice Implementation in Cases of Low Cultural Fit: Cultural Change and Practice Adaptation During the Implementation of Six Sigma at 3M. Academy of Management Journal, 56(6), 1724–1753. https://doi.org/10.5465/amj.2011.0093

Meta-Analysis of the Relationship Between Quality Management Practices and Firm Performance—Implications for Quality Management Theory Development

Nair, A. (2006). Meta-Analysis of the Relationship Between Quality Management Practices and Firm Performance—Implications for Quality Management Theory Development. Journal of Operations Management, 24(6), 948–975. https://doi.org/10.1016/j.jom.2005.11.005

Total Quality Management as Competitive Advantage: A Review and Empirical Study

Powell, T. C. (1995). Total Quality Management as Competitive Advantage: A Review and Empirical Study. Strategic Management Journal, 16(1), 15–37. https://doi.org/10.1002/smj.4250160105

Quality Management Re-Visited: A Reflective Review and Agenda for Future Research

Sousa, R., & Voss, C. A. (2002). Quality Management Re-Visited: A Reflective Review and Agenda for Future Research. Journal of Operations Management, 20(1), 91–109. https://doi.org/10.1016/S0272-6963(01)00088-2

The Evolving Theory of Quality Management: The Role of Six Sigma

Zu, X., Fredendall, L. D., & Douglas, T. J. (2008). The Evolving Theory of Quality Management: The Role of Six Sigma. Journal of Operations Management, 26(5), 630–650. https://doi.org/10.1016/j.jom.2008.02.001

Assessing the Evidence of Six Sigma and Lean in the Health Care Industry

DelliFraine, J. L., Langabeer, J. R. I., & Nembhard, I. M. (2010). Assessing the Evidence of Six Sigma and Lean in the Health Care Industry. Quality Management in Healthcare, 19(3), 211. https://doi.org/10.1097/QMH.0b013e3181eb140e

Continuous Improvement in the Public Sector

Fryer, K. J. (2009). Continuous Improvement in the Public Sector [Ph.D., Glasgow Caledonian University (United Kingdom)]. https://www.proquest.com/docview/1314578184?parentSessionId=KA%2BQo2ShQfHo2AENHPeTVRloeMYmez6aObegokfF9qE%3D

The Influence of Context on Quality Improvement Success in Health Care: A Systematic Review of the Literature

Kaplan, H. C., Brady, P. W., Dritz, M. C., Hooper, D. K., Linam, W. M., Froehle, C. M., & Margolis, P. (2010). The Influence of Context on Quality Improvement Success in Health Care: A Systematic Review of the Literature. The Milbank Quarterly, 88(4), 500–559. https://doi.org/10.1111/j.1468-0009.2010.00611.x

Systematic Review of the Application of Quality Improvement Methodologies from the Manufacturing Industry to Surgical Healthcare

Nicolay, C. R., Purkayastha, S., Greenhalgh, A., Benn, J., Chaturvedi, S., Phillips, N., & Darzi, A. (2012). Systematic Review of the Application of Quality Improvement Methodologies from the Manufacturing Industry to Surgical Healthcare. British Journal of Surgery, 99(3), 324–335. https://doi.org/10.1002/bjs.7803

Lean in Healthcare: The Unfilled Promise?

Radnor, Z. J., Holweg, M., & Waring, J. (2012). Lean in Healthcare: The Unfilled Promise? Social Science & Medicine, 74(3), 364–371. https://doi.org/10.1016/j.socscimed.2011.02.011

Assessing the Impact of Continuous Quality Improvement/Total Quality Management: Concept Versus Implementation.

Shortell, S. M., O’Brien, J. L., Carman, J. M., Foster, R. W., Hughes, E. F., Boerstler, H., & O’Connor, E. J. (1995). Assessing the Impact of Continuous Quality Improvement/Total Quality Management: Concept Versus Implementation. Health Services Research, 30(2), 377–401.

Systematic Review of the Application of the Plan–Do–Study–Act Method to Improve Quality in Healthcare

Taylor, M. J., McNicholas, C., Nicolay, C., Darzi, A., Bell, D., & Reed, J. E. (2014). Systematic Review of the Application of the Plan–Do–Study–Act Method to Improve Quality in Healthcare. BMJ Quality & Safety, 23(4), 290–298. https://doi.org/10.1136/bmjqs-2013-001862

Designed for Learning: A Tale of Two Auto Plants

Adler, P. S., & Cole, R. E. (1993). Designed for Learning: A Tale of Two Auto Plants. MIT Sloan Management Review, 34(3), 85–94.

Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System

Adler, P. S., Goldoftas, B., & Levine, D. I. (1999). Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System. Organization Science, 10(1), 43–68. https://doi.org/10.1287/orsc.10.1.43

Critical Success Factors of Continuous Improvement in the Public Sector: A Literature Review and Some Key Findings

Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical Success Factors of Continuous Improvement in the Public Sector: A Literature Review and Some Key Findings. The TQM Magazine, 19(5), 497–517. https://doi.org/10.1108/09544780710817900

Why Total Quality Management Programs Do Not Persist: The Role of Management Quality and Implications for Leading a TQM Transformation

Beer, M. (2003). Why Total Quality Management Programs Do Not Persist: The Role of Management Quality and Implications for Leading a TQM Transformation. Decision Sciences, 34(4), 623–642. https://doi.org/10.1111/j.1540-5414.2003.02640.x

Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries

Benner, M. J., & Tushman, M. (2002). Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries. Administrative Science Quarterly, 47(4), 676–707. https://doi.org/10.2307/3094913

The Role of Experience in Six Sigma Project Success: An Empirical Analysis of Improvement Projects

Easton, G. S., & Rosenzweig, E. D. (2012). The Role of Experience in Six Sigma Project Success: An Empirical Analysis of Improvement Projects. Journal of Operations Management, 30(7–8), 481–493. https://doi.org/10.1016/j.jom.2012.08.002

Break-Through Innovations and Continuous Improvement: Two Different Models of Innovative Processes in the Public Sector

Moore, M. H. (2005). Break-Through Innovations and Continuous Improvement: Two Different Models of Innovative Processes in the Public Sector. Public Money & Management, 25(1), 43–50. https://doi.org/10.1111/j.1467-9302.2005.00449.x

Making It Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams

Nembhard, I. M., & Edmondson, A. C. (2006). Making It Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams. Journal of Organizational Behavior, 27(7), 941–966. https://doi.org/10.1002/job.413

A Critique of TQM: Problems of Implementation in the Public Sector

Radin, B. A., & Coffee, J. N. (1993). A Critique of TQM: Problems of Implementation in the Public Sector. Public Administration Quarterly, 17(1), 42–54.

Reframing the Organization: Why Implementing Total Quality Is Easier Said Than Done

Reger, R. K., Gustafson, L. T., Demarie, S. M., & Mullane, J. V. (1994). Reframing the Organization: Why Implementing Total Quality Is Easier Said Than Done. Academy of Management Review, 19(3), 565–584. https://doi.org/10.5465/amr.1994.9412271815

Management Fashion

Abrahamson, E. (1996). Management Fashion. Academy of Management Review, 21(1), 254–285. https://doi.org/10.5465/amr.1996.9602161572

Management Fashion: Lifecycles, Triggers, and Collective Learning Processes

Abrahamson, E., & Fairchild, G. (1999). Management Fashion: Lifecycles, Triggers, and Collective Learning Processes. Administrative Science Quarterly, 44(4), 708–740. https://doi.org/10.2307/2667053

Market Pressures and Institutional Forces: The Early Years of the Quality Movement

Cole, R. E. (2000). Market Pressures and Institutional Forces: The Early Years of the Quality Movement. In R. E. Cole & W. R. Scott (Eds.), The Quality Movement and Organization Theory (pp. 67–88). SAGE. https://us.sagepub.com/en-us/nam/the-quality-movement-and-organization-theory/book9893

Global Competition, Institutions, and the Diffusion of Organizational Practices: The International Spread of ISO 9000 Quality Certificates

Guler, I., Guillén, M. F., & Macpherson, J. M. (2002). Global Competition, Institutions, and the Diffusion of Organizational Practices: The International Spread of ISO 9000 Quality Certificates. Administrative Science Quarterly, 47(2), 207–232. https://doi.org/10.2307/3094804

Customization or Conformity? An Institutional and Network Perspective on the Content and Consequences of TQM Adoption

Westphal, J. D., Gulati, R., & Shortell, S. M. (1997). Customization or Conformity? An Institutional and Network Perspective on the Content and Consequences of TQM Adoption. Administrative Science Quarterly, 42(2), 366–394. https://doi.org/10.2307/2393924

The Rhetoric and Reality of Total Quality Management

Zbaracki, M. J. (1998). The Rhetoric and Reality of Total Quality Management. Administrative Science Quarterly, 43(3), 602–636. https://doi.org/10.2307/2393677

A Theory of Quality Management Underlying the Deming Management Method

Anderson, J. C., Rungtusanatham, M., & Schroeder, R. G. (1994). A Theory of Quality Management Underlying the Deming Management Method. Academy of Management Review, 19(3), 472–509. https://doi.org/10.5465/amr.1994.9412271808

Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited

Benner, M. J., & Tushman, M. L. (2003). Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited. Academy of Management Review, 28(2), 238–256. https://doi.org/10.5465/amr.2003.9416096

Management Theory and Total Quality: Improving Research and Practice Through Theory Development

Dean, J. W., & Bowen, D. E. (1994). Management Theory and Total Quality: Improving Research and Practice Through Theory Development. Academy of Management Review, 19(3), 392–418. https://doi.org/10.5465/amr.1994.9412271803

Distinguishing Control from Learning in Total Quality Management: A Contingency Perspective

Sitkin, S. B., Sutcliffe, K. M., & Schroeder, R. G. (1994). Distinguishing Control from Learning in Total Quality Management: A Contingency Perspective. Academy of Management Review, 19(3), 537–564. https://doi.org/10.5465/amr.1994.9412271813

Quality Improvement: A Sensemaking Perspective

Weick, K. E. (2000). Quality Improvement: A Sensemaking Perspective. In R. E. Cole & W. R. Scott (Eds.), The Quality Movement and Organization Theory (pp. 155–172). SAGE. https://us.sagepub.com/en-us/nam/the-quality-movement-and-organization-theory/book9893

Organizing for Continuous Improvement: Evolutionary Theory Meets the Quality Revolution

Winter, S. G. (1994). Organizing for Continuous Improvement: Evolutionary Theory Meets the Quality Revolution. In J. A. C. Baum & J. V. Singh (Eds.), Evolutionary Dynamics of Organizations (pp. 90–108). Oxford University Press.

Double Loop Learning in Organizations

Argyris, C. (1977, September 1). Double Loop Learning in Organizations. Harvard Business Review, 55(5), 115–125.

Toward a Model of Organizations as Interpretation Systems

Daft, R. L., & Weick, K. E. (1984). Toward a Model of Organizations as Interpretation Systems. Academy of Management Review, 9(2), 284–295. https://doi.org/10.5465/amr.1984.4277657

Information in Organizations as Signal and Symbol

Feldman, M. S., & March, J. G. (1981). Information in Organizations as Signal and Symbol. Administrative Science Quarterly, 26(2), 171–186. https://doi.org/10.2307/2392467

Organizational Learning: The Contributing Processes and the Literatures

Huber, G. P. (1991). Organizational Learning: The Contributing Processes and the Literatures. Organization Science, 2(1), 88–115. https://doi.org/10.1287/orsc.2.1.88

Organizational Learning

Levitt, B., & March, J. G. (1988). Organizational Learning. Annual Review of Sociology, 14(1), 319–338. https://doi.org/10.1146/annurev.so.14.080188.001535

The Uncertainty of the Past: Organizational Learning Under Ambiguity

March, J. G., & Olsen, J. P. (1975). The Uncertainty of the Past: Organizational Learning Under Ambiguity. European Journal of Political Research, 3(2), 147–171. https://doi.org/10.1111/j.1475-6765.1975.tb00521.x

A Dynamic Theory of Organizational Knowledge Creation

Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5(1), 14–37. https://doi.org/10.1287/orsc.5.1.14

Escaping Capability Traps Through Problem Driven Iterative Adaptation (PDIA)

Andrews, M., Pritchett, L., & Woolcock, M. (2013). Escaping Capability Traps Through Problem Driven Iterative Adaptation (PDIA). World Development, 51, 234–244. https://doi.org/10.1016/j.worlddev.2013.05.011

Experience-Based Design: From Redesigning the System Around the Patient to Co-Designing Services with the Patient

Bate, P., & Robert, G. (2006). Experience-Based Design: From Redesigning the System Around the Patient to Co-Designing Services with the Patient. BMJ Quality & Safety, 15(5), 307–310. https://doi.org/10.1136/qshc.2005.016527

Innovation as a Learning Process: Embedding Design Thinking

Beckman, S. L., & Barry, M. (2007). Innovation as a Learning Process: Embedding Design Thinking. California Management Review, 50(1), 25–56. https://doi.org/10.2307/41166415

Reflections on the 2013 Decade Award—“Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited” Ten Years Later

Benner, M. J., & Tushman, M. L. (2015). Reflections on the 2013 Decade Award—“Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited” Ten Years Later. Academy of Management Review, 40(4), 497–514. https://doi.org/10.5465/amr.2015.0042

Public Sector Management Reform in Developing Countries: Perspectives Beyond NPM Orthodoxy

Brinkerhoff, D. W., & Brinkerhoff, J. M. (2015). Public Sector Management Reform in Developing Countries: Perspectives Beyond NPM Orthodoxy. Public Administration and Development, 35(4), 222–237. https://doi.org/10.1002/pad.1739

Empirical Studies of Agile Software Development: A Systematic Review

Dybå, T., & Dingsøyr, T. (2008). Empirical Studies of Agile Software Development: A Systematic Review. Information and Software Technology, 50(9), 833–859. https://doi.org/10.1016/j.infsof.2008.01.006

Learning in the Making: A Comparative Case Study of Three Makerspaces

Sheridan, K., Halverson, E. R., Litts, B., Brahms, L., Jacobs-Priebe, L., & Owens, T. (2014). Learning in the Making: A Comparative Case Study of Three Makerspaces. Harvard Educational Review, 84(4), 505–531. https://doi.org/10.17763/haer.84.4.brr34733723j648u

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