Items

• 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
• 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.
• 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
• 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
• 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
• Continuous Improvement as an Ideal in Health Care
  Berwick, D. M. (1989). Continuous Improvement as an Ideal in Health Care. New England Journal of Medicine, 320(1), 53–56. https://doi.org/10.1056/NEJM198901053200110
• 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
• Building a Learning Organization
  Garvin, D. A. (1993, July 1). Building a Learning Organization. Harvard Business Review, 71(4), 78–91.
• 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
• 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.
• Assessing the Impact of Continuous Quality Improvement on Clinical Practice: What It Will Take to Accelerate Progress
  Shortell, S. M., Bennett, C. L., & Byck, G. R. (1998). Assessing the Impact of Continuous Quality Improvement on Clinical Practice: What It Will Take to Accelerate Progress. The Milbank Quarterly, 76(4), 593–624. https://doi.org/10.1111/1468-0009.00107
• 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
• 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.
• 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
• 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
• 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.