Reframing the Organization: Why Implementing Total Quality Is Easier Said Than Done
Item
Title
Reframing the Organization: Why Implementing Total Quality Is Easier Said Than Done
Abstract/Description
This article presents a cognitive theory of why planned organizational change efforts, such as total quality initiatives, often fail. The theory suggests that employees resist total quality because their beliefs about the organization's identity constrain understanding and create cognitive opposition to radical change. We propose a dynamic model in which successful implementation of fundamental organizational transformation is partly dependent on management's ability to re-frame the change over time. Implementation may best be accomplished through a series of middle-range changes that are large enough to overcome cognitive inertia and relieve organizational stress, but not so large that members believe the proposed change is unobtainable or undesirable.
Author/creator
Date
In publication
Volume
19
Issue
3
Pages
565-584
Resource type
Research/Scholarly Media
Resource status/form
Published Text
Scholarship genre
Theoretical
Synthesis/Overview
Keywords
Open access/full-text available
No
Peer reviewed
Yes
ISSN
0363-7425
Citation
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
Comments
No comment yet! Be the first to add one!