Items

• 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