The Quality Movement and Organization Theory

The Quality Movement and Organizational Theory provides a framework within which organization theorists may learn from, reflect upon, and contribute to the development of new approaches to organizational change and improvement. The book includes contributions by researchers who have been at the forefront of assessing new quality approaches, how they work, and the conditions under which they are effective. It also draws upon other organizational scholars who reflect on current efforts and findings in an effort to better link them to existing knowledge. The book bridges the world of theory and practice, making academics aware of recent developments to improve organizational performance and exploring ways in which these efforts both contribute to and challenge current theories. Practitioners will profit from the concerns and insights of organizational scholars.

Table of Contents:
Introduction - W Richard Scott and Robert E Cole PART ONE: QUESTIONS AND CONCERNS FROM ORGANIZATION THEORY: THREE FOUNDATIONAL PAPERS Management Theory and Total Quality - James W Dean Jr and David E Bowen Improving Research and Practice Through Theory Development Total Quality Management - J Richard Hackman and Ruth Wageman Empirical, Conceptual and Practical Issues Organizing for Continuous Improvement - Sidney G Winter Evolutionary Theory Meets the Quality Revolution PART TWO: THE QUALITY MOVEMENT IN AMERICA Market Pressures and Institutional Forces - Robert E Cole The Early Years of the Quality Movement Patterns in the Deployment of Total Quality Management - George S Easton and Sherry L Jarrell An Analysis of Forty-four Leading Companies Quality Comes to the Public Sector - Linda Kaboolian Quality Improvement - Karl E Weick A Sensemaking Perspective PART THREE: STAGES AND PROCESSES IN QUALITY IMPROVEMENT The Road to "Root Cause" - John Paul MacDuffle Shop-Floor Problem-Solving at Three Auto Assembly Plants Getting Quality the Old-Fashioned Way - Nelson P Repenning and John D Sterman Self-Confirming Attributions in the Dynamics of Process Improvement The Effects of Total Quality Management on Corporate Performance - George S Easton and Sherry L Jarrell An Empirical Investigation Organization Quality as a Cultural Variable - Kim S Cameron and Carole K Barnett An Empirical Investigation of Quality Cultures Quality as a Cultural Concept - Tomoko Hamada Messages and Meta-Messages PART FOUR: CONDITIONS AND CONTINGENCIES AFFECTING QUALITY DEVELOPMENT Tailoring Process Management to Situational Requirements - Kathleen M Sutcliffe, Sim B Sitkin and Larry D Browning Beyond the Control and Exploration Dichotomy Speed and Quality in New Product Development - Andrew B Hargadon and Kathleen M Eisenhart An Emergent Perspective on Continuous Organizational Adaptation Quality Improvement Practices and Innovative HRM Practices - Casey Ichniowski and Kathryn Shaw New Evidence on Adoption and Effectiveness The Incentives of Quality and the Quality of Incentives - David I Levine and Kathryn Shaw Quality Improvement and Incentive Pay for Frontline Workers Human Resource Policies and Quality - Thomas A Kochan and Saul Rubinstein From Quality Circles to Organizational Transformation

About the Author :
W. Richard (Dick) Scott received his PhD from the University of Chicago and is currently Professor Emeritus in the Department of Sociology with courtesy appointments in the Graduate School of Business, Graduate School of Education, and School of Medicine at Stanford University. He has spent his entire professional career at Stanford, serving as chair of the Sociology Department (1972–1975), as director of the Training Program on Organizations and Mental Health (1972–1989), and as director of the Stanford Center for Organizations Research (1988–1996). Scott is an organizational sociologist who has concentrated his work on the study of professional organizations, including educa­tional, engineering, medical, research, social welfare, and nonprofit advocacy organizations. During the past three decades, he has concen­trated his writing and research on the relation between organizations and their institutional environments. He is the author or editor of about a dozen books and more than 200 articles and book chapters. He was elected to membership in the Institute of Medicine (1975), served as editor of the Annual Review of Sociology (1987–1991), and as president of the Sociological Research Association (2006–2007). Scott was the recipient of the Distinguished Scholar Award from the Management and Organization Theory Division of the Academy of Management in 1988, the Distinguished Educator Award from the same Division in 2013, and of the Richard D. Irwin Award for Distinguished Scholarly Contributions to Management from the Academy of Management in 1996. In 2000, the Section on Organization, Occupations and Work of the American Sociological Association created the W. Richard Scott Award to annually recognize an outstanding article-length contribution to the field. He has received honorary doctorates from the Copenhagen School of Business (2000), the Helsinki School of Economics and Business (2001), and Aarhus University in Denmark (2010).

Review :
". . .the book stands as a strong beginning towards establishing a comprehensive organizational theory of quality management."