66 items

• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• Double Loop Learning in Organizations
  Argyris, C. (1977, September 1). Double Loop Learning in Organizations. Harvard Business Review, 55(5), 115–125.
• 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.
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• Management Fashion
  Abrahamson, E. (1996). Management Fashion. Academy of Management Review, 21(1), 254–285. https://doi.org/10.5465/amr.1996.9602161572
• 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
• 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.
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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.
• 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
• 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.
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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
• 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.
• Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector
  Radnor, Z., & Walley, P. (2008). Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector. Public Money & Management, 28(1), 13–20. https://doi.org/10.1111/j.1467-9302.2008.00613.x