Items

• 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
  

• 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
  

• Continuous Improvement as an Ideal in Health Care

• How to Root Out Waste and Pursue Perfection

• Systems Thinking and Organizational Learning: Acting Locally and Thinking Globally in the Organization of the Future

• Six Sigma: A Goal-Theoretic Perspective

• The Toyota Way in Services: The Case of Lean Product Development

• Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I

• Building a Learning Organization

• Systems Thinking in the Public Sector

• Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs