Items

• 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
• Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I
  Kaplan, R. S., & Norton, D. P. (2001). Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I. Accounting Horizons, 15(1), 87–104. https://doi.org/10.2308/acch.2001.15.1.87
• 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
• Total Quality Management: Empirical, Conceptual, and Practical Issues
  Hackman, J. R., & Wageman, R. (1995). Total Quality Management: Empirical, Conceptual, and Practical Issues. Administrative Science Quarterly, 40(2), 309–342. https://doi.org/10.2307/2393640
• Total Quality Management In The Public Sector: An International Perspective
  Colin, M., & Stephen, M. (1994). Total Quality Management In The Public Sector: An International Perspective. McGraw-Hill Education (UK).
• 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
• 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
• The Toyota Way in Services: The Case of Lean Product Development
  Liker, J. K., & Morgan, J. M. (2006). The Toyota Way in Services: The Case of Lean Product Development. Academy of Management Perspectives, 20(2), 5–20. https://doi.org/10.5465/amp.2006.20591002
• 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
• 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
• 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
• The Improvement Guide: A Practical Approach to Enhancing Organizational Performance
  Langley, G. J., Moen, R. D., Nolan, K. M., Nolan, T. W., Norman, C. L., & Provost, L. P. (2009). The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. John Wiley & Sons.
• 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
• Systems Thinking in the Public Sector
  Seddon, J. (2008). Systems Thinking in the Public Sector. Triarchy Press.
• Systems Thinking and Organizational Learning: Acting Locally and Thinking Globally in the Organization of the Future
  Senge, P. M., & Sterman, J. D. (1992). Systems Thinking and Organizational Learning: Acting Locally and Thinking Globally in the Organization of the Future. European Journal of Operational Research, 59(1), 137–150. https://doi.org/10.1016/0377-2217(92)90011-W
• 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
• 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
• Six Sigma: A Goal-Theoretic Perspective
  Linderman, K., Schroeder, R. G., Zaheer, S., & Choo, A. S. (2003). Six Sigma: A Goal-Theoretic Perspective. Journal of Operations Management, 21(2), 193–203. https://doi.org/10.1016/S0272-6963(02)00087-6
• 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
• 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
• 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
• 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
• 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
• 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
• Out of the Crisis: Quality, Productivity, and Competitive Position
  Deming, W. E., & Study, M. I. of T. C. for A. E. (1982). Out of the Crisis: Quality, Productivity, and Competitive Position. Cambridge University Press.
• 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.
• 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
• 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
• Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
  Doerr, J. (2018). Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs. Penguin Publishing Group.
• 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 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
• 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
• 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
• 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
• 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
• Lean Health Care: What Can Hospitals Learn from a World-Class Automaker?
  Kim, C. S., Spahlinger, D. A., Kin, J. M., & Billi, J. E. (2006). Lean Health Care: What Can Hospitals Learn from a World-Class Automaker? Journal of Hospital Medicine, 1(3), 191–199. https://doi.org/10.1002/jhm.68
• Juran's Quality Handbook: The Complete Guide to Performance Excellence, Seventh Edition
  Defeo, J. A. (2016). Juran’s Quality Handbook: The Complete Guide to Performance Excellence, Seventh Edition. McGraw Hill Professional.
• 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
• 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
• 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
• How to Root Out Waste and Pursue Perfection
  Womack, J. P., & Jones, D. T. (1996, September 1). How to Root Out Waste and Pursue Perfection. Harvard Business Review, 74(5), 140–158.
• 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
• 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
• 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
• 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
• 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
• Double Loop Learning in Organizations
  Argyris, C. (1977, September 1). Double Loop Learning in Organizations. Harvard Business Review, 55(5), 115–125.