Science, specific knowledge, and total quality management
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We analyze Total Quality Management (TQM) from an economic and organizational perspective. We find that TQM is a new organizing technology that is science-based, non-hierarchical, and non-market-oriented. It improves productivity by encouraging the use of science in decision-making and discouraging counter-productive defensive behavior. It also encourages effective creation and use of specific knowledge throughout the organization. Effective implementation of TQM generally requires major changes in all three components of the organizational rules of the game, namely systems for allocating decision rights, performance measurement systems, and reward and punishment systems.
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DOI: 10.1016/0165-4101(94)90023-X
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<record><TEI><teiHeader><fileDesc><titleStmt><title>Science, specific knowledge, and total quality management</title><author><name sortKey="Wruck, Karen Hopper" uniqKey="Wruck K">Karen Hopper Wruck</name><affiliation wicri:level="1"><mods:affiliation>Graduate School of Business Administration, Harvard University, Boston, MA 02163, USA</mods:affiliation><country xml:lang="fr">États-Unis</country><wicri:regionArea>Graduate School of Business Administration, Harvard University, Boston, MA 02163</wicri:regionArea></affiliation><affiliation><mods:affiliation>Corresponding author.</mods:affiliation><wicri:noCountry code="no comma">Corresponding author.</wicri:noCountry></affiliation><affiliation><mods:affiliation>We would like to express our appreciation to Sterling Chemicals, Inc., and especially to Bob Bannon, Harry Conrad, Gordon Cain, Bob McAlister, and Virgil Waggoner, for facilitating our learning. Research support from the Division of Research, Harvard Business School, and the consortium supporting the Simon School's Field Studies in Quality Management Conference is gratefully acknowledged. We received valuable comments and suggestions from participants at the Simon School's Field Studies in Quality Management Conference and participants in Harvard Business School's Organizational Behavior and the Theory of the Firm Seminar and the Summer Financial Decisions and Control Workshop. In particular, we would like to thank Teresa Amabile, Chris Argryis, George Baker, Carliss Baldwin, George Benston, Harry DeAngelo, Linda DeAngelo, Jay Dial, Donna Feinberg, Richard Hackman, Stephanie Jensen, Stacey Kole, Kevin Murphy, Ron Schmidt, Len Schlesinger, Howard Stevenson, Ruth Wageman, Eric Wruck, Willard Zangwill, and especially Jerry Zimmerman (the editor). Thanks also to Chris Allen, Donna Feinberg, and Karin Monsler for research assistance and to Susan Brumfield and Susannah Flynn for help in proofreading and manuscript processing.</mods:affiliation><wicri:noCountry code="subField">and Karin Monsler for research assistance and to Susan Brumfield and Susannah Flynn for help in proofreading and manuscript processing.</wicri:noCountry></affiliation></author><author><name sortKey="Jensen, Michael C" uniqKey="Jensen M">Michael C. Jensen</name><affiliation wicri:level="1"><mods:affiliation>Graduate School of Business Administration, Harvard University, Boston, MA 02163, USA</mods:affiliation><country xml:lang="fr">États-Unis</country><wicri:regionArea>Graduate School of Business Administration, Harvard University, Boston, MA 02163</wicri:regionArea></affiliation><affiliation><mods:affiliation>We would like to express our appreciation to Sterling Chemicals, Inc., and especially to Bob Bannon, Harry Conrad, Gordon Cain, Bob McAlister, and Virgil Waggoner, for facilitating our learning. Research support from the Division of Research, Harvard Business School, and the consortium supporting the Simon School's Field Studies in Quality Management Conference is gratefully acknowledged. We received valuable comments and suggestions from participants at the Simon School's Field Studies in Quality Management Conference and participants in Harvard Business School's Organizational Behavior and the Theory of the Firm Seminar and the Summer Financial Decisions and Control Workshop. In particular, we would like to thank Teresa Amabile, Chris Argryis, George Baker, Carliss Baldwin, George Benston, Harry DeAngelo, Linda DeAngelo, Jay Dial, Donna Feinberg, Richard Hackman, Stephanie Jensen, Stacey Kole, Kevin Murphy, Ron Schmidt, Len Schlesinger, Howard Stevenson, Ruth Wageman, Eric Wruck, Willard Zangwill, and especially Jerry Zimmerman (the editor). Thanks also to Chris Allen, Donna Feinberg, and Karin Monsler for research assistance and to Susan Brumfield and Susannah Flynn for help in proofreading and manuscript processing.</mods:affiliation><wicri:noCountry code="subField">and Karin Monsler for research assistance and to Susan Brumfield and Susannah Flynn for help in proofreading and manuscript processing.</wicri:noCountry></affiliation></author></titleStmt><publicationStmt><idno type="RBID">ISTEX:E6A77F6E5FB13CEFBB4E5F007F67341B39011831</idno><date when="1994">1994</date><idno type="doi">10.1016/0165-4101(94)90023-X</idno><idno type="url">https://api.istex.fr/document/E6A77F6E5FB13CEFBB4E5F007F67341B39011831/fulltext/pdf</idno><idno type="wicri:Area/Istex/Corpus">000D86</idno><idno type="wicri:Area/Istex/Curation">000D86</idno></publicationStmt><seriesStmt><idno type="ISSN">0165-4101</idno></seriesStmt></fileDesc><profileDesc><textClass></textClass></profileDesc></teiHeader><front><div type="abstract" xml:lang="eng">We analyze Total Quality Management (TQM) from an economic and organizational perspective. We find that TQM is a new organizing technology that is science-based, non-hierarchical, and non-market-oriented. It improves productivity by encouraging the use of science in decision-making and discouraging counter-productive defensive behavior. It also encourages effective creation and use of specific knowledge throughout the organization. Effective implementation of TQM generally requires major changes in all three components of the organizational rules of the game, namely systems for allocating decision rights, performance measurement systems, and reward and punishment systems. </div></front></TEI><istex><corpusName>elsevier</corpusName><copyrightdate>1994</copyrightdate><author><json:item><name>Karen Hopper Wruck</name><affiliations><json:string>Graduate School of Business Administration, Harvard University, Boston, MA 02163, USA</json:string><json:string>Corresponding author.</json:string><json:string>We would like to express our appreciation to Sterling Chemicals, Inc., and especially to Bob Bannon, Harry Conrad, Gordon Cain, Bob McAlister, and Virgil Waggoner, for facilitating our learning. Research support from the Division of Research, Harvard Business School, and the consortium supporting the Simon School's Field Studies in Quality Management Conference is gratefully acknowledged. We received valuable comments and suggestions from participants at the Simon School's Field Studies in Quality Management Conference and participants in Harvard Business School's Organizational Behavior and the Theory of the Firm Seminar and the Summer Financial Decisions and Control Workshop. In particular, we would like to thank Teresa Amabile, Chris Argryis, George Baker, Carliss Baldwin, George Benston, Harry DeAngelo, Linda DeAngelo, Jay Dial, Donna Feinberg, Richard Hackman, Stephanie Jensen, Stacey Kole, Kevin Murphy, Ron Schmidt, Len Schlesinger, Howard Stevenson, Ruth Wageman, Eric Wruck, Willard Zangwill, and especially Jerry Zimmerman (the editor). Thanks also to Chris Allen, Donna Feinberg, and Karin Monsler for research assistance and to Susan Brumfield and Susannah Flynn for help in proofreading and manuscript processing.</json:string></affiliations></json:item><json:item><name>Michael C. Jensen</name><affiliations><json:string>Graduate School of Business Administration, Harvard University, Boston, MA 02163, USA</json:string><json:string>We would like to express our appreciation to Sterling Chemicals, Inc., and especially to Bob Bannon, Harry Conrad, Gordon Cain, Bob McAlister, and Virgil Waggoner, for facilitating our learning. Research support from the Division of Research, Harvard Business School, and the consortium supporting the Simon School's Field Studies in Quality Management Conference is gratefully acknowledged. We received valuable comments and suggestions from participants at the Simon School's Field Studies in Quality Management Conference and participants in Harvard Business School's Organizational Behavior and the Theory of the Firm Seminar and the Summer Financial Decisions and Control Workshop. In particular, we would like to thank Teresa Amabile, Chris Argryis, George Baker, Carliss Baldwin, George Benston, Harry DeAngelo, Linda DeAngelo, Jay Dial, Donna Feinberg, Richard Hackman, Stephanie Jensen, Stacey Kole, Kevin Murphy, Ron Schmidt, Len Schlesinger, Howard Stevenson, Ruth Wageman, Eric Wruck, Willard Zangwill, and especially Jerry Zimmerman (the editor). 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We find that TQM is a new organizing technology that is science-based, non-hierarchical, and non-market-oriented. It improves productivity by encouraging the use of science in decision-making and discouraging counter-productive defensive behavior. It also encourages effective creation and use of specific knowledge throughout the organization. Effective implementation of TQM generally requires major changes in all three components of the organizational rules of the game, namely systems for allocating decision rights, performance measurement systems, and reward and punishment systems.</abstract><title>Science, specific knowledge, and total quality management</title><pii><json:string>0165-4101(94)90023-X</json:string></pii><genre></genre><host><pii><json:string>S0165-4101(00)X0049-3</json:string></pii><issn><json:string>0165-4101</json:string></issn><genre></genre><language></language><title>Journal of Accounting and Economics</title><pubdate>199411</pubdate></host><pubdate>1994</pubdate><doi><json:string>10.1016/0165-4101(94)90023-X</json:string></doi><id>E6A77F6E5FB13CEFBB4E5F007F67341B39011831</id><fulltext><json:item><original>true</original><mimetype>application/pdf</mimetype><extension>pdf</extension><uri>https://api.istex.fr/document/E6A77F6E5FB13CEFBB4E5F007F67341B39011831/fulltext/pdf</uri></json:item><json:item><original>true</original><mimetype>text/plain</mimetype><extension>txt</extension><uri>https://api.istex.fr/document/E6A77F6E5FB13CEFBB4E5F007F67341B39011831/fulltext/txt</uri></json:item><json:item><original>false</original><mimetype>application/zip</mimetype><extension>zip</extension><uri>https://api.istex.fr/document/E6A77F6E5FB13CEFBB4E5F007F67341B39011831/fulltext/zip</uri></json:item><istex:fulltextTEI uri="https://api.istex.fr/document/E6A77F6E5FB13CEFBB4E5F007F67341B39011831/fulltext/tei"><teiHeader type="text"><fileDesc><titleStmt><title level="a" type="alt" xml:lang="">Science, specific knowledge, and total quality management</title></titleStmt><publicationStmt><authority>ISTEX</authority><publisher>ELSEVIER</publisher><date>1994</date></publicationStmt><sourceDesc><biblStruct type="inbook"><analytic><title level="a" type="main" xml:lang="">Science, specific knowledge, and total quality management</title><author><persName><forename type="first">Karen Hopper</forename><surname>Wruck</surname></persName><affiliation>Graduate School of Business Administration, Harvard University, Boston, MA 02163, USA</affiliation><note type="correspondence"><p>Corresponding author.</p></note><affiliation>We would like to express our appreciation to Sterling Chemicals, Inc., and especially to Bob Bannon, Harry Conrad, Gordon Cain, Bob McAlister, and Virgil Waggoner, for facilitating our learning. Research support from the Division of Research, Harvard Business School, and the consortium supporting the Simon School's Field Studies in Quality Management Conference is gratefully acknowledged. We received valuable comments and suggestions from participants at the Simon School's Field Studies in Quality Management Conference and participants in Harvard Business School's Organizational Behavior and the Theory of the Firm Seminar and the Summer Financial Decisions and Control Workshop. In particular, we would like to thank Teresa Amabile, Chris Argryis, George Baker, Carliss Baldwin, George Benston, Harry DeAngelo, Linda DeAngelo, Jay Dial, Donna Feinberg, Richard Hackman, Stephanie Jensen, Stacey Kole, Kevin Murphy, Ron Schmidt, Len Schlesinger, Howard Stevenson, Ruth Wageman, Eric Wruck, Willard Zangwill, and especially Jerry Zimmerman (the editor). Thanks also to Chris Allen, Donna Feinberg, and Karin Monsler for research assistance and to Susan Brumfield and Susannah Flynn for help in proofreading and manuscript processing.</affiliation></author><author><persName><forename type="first">Michael C.</forename><surname>Jensen</surname></persName><affiliation>Graduate School of Business Administration, Harvard University, Boston, MA 02163, USA</affiliation><affiliation>We would like to express our appreciation to Sterling Chemicals, Inc., and especially to Bob Bannon, Harry Conrad, Gordon Cain, Bob McAlister, and Virgil Waggoner, for facilitating our learning. Research support from the Division of Research, Harvard Business School, and the consortium supporting the Simon School's Field Studies in Quality Management Conference is gratefully acknowledged. We received valuable comments and suggestions from participants at the Simon School's Field Studies in Quality Management Conference and participants in Harvard Business School's Organizational Behavior and the Theory of the Firm Seminar and the Summer Financial Decisions and Control Workshop. In particular, we would like to thank Teresa Amabile, Chris Argryis, George Baker, Carliss Baldwin, George Benston, Harry DeAngelo, Linda DeAngelo, Jay Dial, Donna Feinberg, Richard Hackman, Stephanie Jensen, Stacey Kole, Kevin Murphy, Ron Schmidt, Len Schlesinger, Howard Stevenson, Ruth Wageman, Eric Wruck, Willard Zangwill, and especially Jerry Zimmerman (the editor). Thanks also to Chris Allen, Donna Feinberg, and Karin Monsler for research assistance and to Susan Brumfield and Susannah Flynn for help in proofreading and manuscript processing.</affiliation></author></analytic><monogr><title level="j">Journal of Accounting and Economics</title><title level="j" type="abbrev">JAE</title><idno type="pISSN">0165-4101</idno><idno type="PII">S0165-4101(00)X0049-3</idno><imprint><publisher>ELSEVIER</publisher><date type="published" when="1994"></date><biblScope unit="vol">18</biblScope><biblScope unit="issue">3</biblScope><biblScope unit="page" from="247">247</biblScope><biblScope unit="page" to="287">287</biblScope></imprint></monogr><idno type="istex">E6A77F6E5FB13CEFBB4E5F007F67341B39011831</idno><idno type="DOI">10.1016/0165-4101(94)90023-X</idno><idno type="PII">0165-4101(94)90023-X</idno></biblStruct></sourceDesc></fileDesc><profileDesc><creation><date>1994</date></creation><langUsage><language ident=""></language></langUsage><abstract xml:lang="en"><p>We analyze Total Quality Management (TQM) from an economic and organizational perspective. We find that TQM is a new organizing technology that is science-based, non-hierarchical, and non-market-oriented. It improves productivity by encouraging the use of science in decision-making and discouraging counter-productive defensive behavior. It also encourages effective creation and use of specific knowledge throughout the organization. Effective implementation of TQM generally requires major changes in all three components of the organizational rules of the game, namely systems for allocating decision rights, performance measurement systems, and reward and punishment systems.</p></abstract><textClass xml:lang=""><keywords scheme="keyword"><list><head>Keywords</head><item><term>Management accounting</term></item><item><term>Total quality management</term></item><item><term>Quality management</term></item><item><term>Performance measurement</term></item><item><term>Organization theory</term></item><item><term>Compensation</term></item></list></keywords></textClass><textClass xml:lang=""><keywords scheme="keyword"><list><head>JEL classification</head><item><term>D21</term></item><item><term>D23</term></item><item><term>J24</term></item><item><term>L22</term></item><item><term>M12</term></item><item><term>M4</term></item></list></keywords></textClass></profileDesc><revisionDesc><change when="1994">Published</change></revisionDesc></teiHeader></istex:fulltextTEI></fulltext><metadata><istex:metadataXml wicri:clean="Elsevier converted-article found"><istex:xmlDeclaration>version="1.0" encoding="utf-8"</istex:xmlDeclaration><istex:docType PUBLIC="-//ES//DTD journal article DTD version 4.5.2//EN//XML" URI="art452.dtd" name="istex:docType"></istex:docType><istex:document><converted-article version="4.5.2" docsubtype="fla"><item-info><jid>JAE</jid><aid>9490023X</aid><ce:pii>0165-4101(94)90023-X</ce:pii><ce:doi>10.1016/0165-4101(94)90023-X</ce:doi><ce:copyright type="unknown" year="1994"></ce:copyright></item-info><head><ce:title>Science, specific knowledge, and total quality management</ce:title><ce:author-group><ce:author><ce:given-name>Karen Hopper</ce:given-name><ce:surname>Wruck</ce:surname><ce:cross-ref refid="COR1"><ce:sup>∗</ce:sup></ce:cross-ref><ce:cross-ref refid="FN1"><ce:sup>∗</ce:sup></ce:cross-ref></ce:author><ce:author><ce:given-name>Michael C.</ce:given-name><ce:surname>Jensen</ce:surname><ce:cross-ref refid="FN1"><ce:sup>∗</ce:sup></ce:cross-ref></ce:author><ce:affiliation><ce:textfn>Graduate School of Business Administration, Harvard University, Boston, MA 02163, USA</ce:textfn></ce:affiliation><ce:correspondence id="COR1"><ce:label>∗</ce:label><ce:text>Corresponding author.</ce:text></ce:correspondence><ce:footnote id="FN1"><ce:label>∗</ce:label><ce:note-para>We would like to express our appreciation to Sterling Chemicals, Inc., and especially to Bob Bannon, Harry Conrad, Gordon Cain, Bob McAlister, and Virgil Waggoner, for facilitating our learning. Research support from the Division of Research, Harvard Business School, and the consortium supporting the Simon School's Field Studies in Quality Management Conference is gratefully acknowledged. We received valuable comments and suggestions from participants at the Simon School's Field Studies in Quality Management Conference and participants in Harvard Business School's Organizational Behavior and the Theory of the Firm Seminar and the Summer Financial Decisions and Control Workshop. In particular, we would like to thank Teresa Amabile, Chris Argryis, George Baker, Carliss Baldwin, George Benston, Harry DeAngelo, Linda DeAngelo, Jay Dial, Donna Feinberg, Richard Hackman, Stephanie Jensen, Stacey Kole, Kevin Murphy, Ron Schmidt, Len Schlesinger, Howard Stevenson, Ruth Wageman, Eric Wruck, Willard Zangwill, and especially Jerry Zimmerman (the editor). Thanks also to Chris Allen, Donna Feinberg, and Karin Monsler for research assistance and to Susan Brumfield and Susannah Flynn for help in proofreading and manuscript processing.</ce:note-para></ce:footnote></ce:author-group><ce:abstract><ce:section-title>Abstract</ce:section-title><ce:abstract-sec><ce:simple-para>We analyze Total Quality Management (TQM) from an economic and organizational perspective. We find that TQM is a new organizing technology that is science-based, non-hierarchical, and non-market-oriented. It improves productivity by encouraging the use of science in decision-making and discouraging counter-productive defensive behavior. It also encourages effective creation and use of specific knowledge throughout the organization. Effective implementation of TQM generally requires major changes in all three components of the organizational rules of the game, namely systems for allocating decision rights, performance measurement systems, and reward and punishment systems.</ce:simple-para></ce:abstract-sec></ce:abstract><ce:keywords><ce:section-title>Keywords</ce:section-title><ce:keyword><ce:text>Management accounting</ce:text></ce:keyword><ce:keyword><ce:text>Total quality management</ce:text></ce:keyword><ce:keyword><ce:text>Quality management</ce:text></ce:keyword><ce:keyword><ce:text>Performance measurement</ce:text></ce:keyword><ce:keyword><ce:text>Organization theory</ce:text></ce:keyword><ce:keyword><ce:text>Compensation</ce:text></ce:keyword></ce:keywords><ce:keywords class="jel"><ce:section-title>JEL classification</ce:section-title><ce:keyword><ce:text>D21</ce:text></ce:keyword><ce:keyword><ce:text>D23</ce:text></ce:keyword><ce:keyword><ce:text>J24</ce:text></ce:keyword><ce:keyword><ce:text>L22</ce:text></ce:keyword><ce:keyword><ce:text>M12</ce:text></ce:keyword><ce:keyword><ce:text>M4</ce:text></ce:keyword></ce:keywords></head></converted-article></istex:document></istex:metadataXml><mods version="3.5"><titleInfo><title>Science, specific knowledge, and total quality management</title></titleInfo><titleInfo type="alternative"><title>Science, specific knowledge, and total quality management</title></titleInfo><name type="personal"><namePart type="given">Karen Hopper</namePart><namePart type="family">Wruck</namePart><affiliation>Graduate School of Business Administration, Harvard University, Boston, MA 02163, USA</affiliation><affiliation>Corresponding author.</affiliation><affiliation>We would like to express our appreciation to Sterling Chemicals, Inc., and especially to Bob Bannon, Harry Conrad, Gordon Cain, Bob McAlister, and Virgil Waggoner, for facilitating our learning. Research support from the Division of Research, Harvard Business School, and the consortium supporting the Simon School's Field Studies in Quality Management Conference is gratefully acknowledged. We received valuable comments and suggestions from participants at the Simon School's Field Studies in Quality Management Conference and participants in Harvard Business School's Organizational Behavior and the Theory of the Firm Seminar and the Summer Financial Decisions and Control Workshop. In particular, we would like to thank Teresa Amabile, Chris Argryis, George Baker, Carliss Baldwin, George Benston, Harry DeAngelo, Linda DeAngelo, Jay Dial, Donna Feinberg, Richard Hackman, Stephanie Jensen, Stacey Kole, Kevin Murphy, Ron Schmidt, Len Schlesinger, Howard Stevenson, Ruth Wageman, Eric Wruck, Willard Zangwill, and especially Jerry Zimmerman (the editor). Thanks also to Chris Allen, Donna Feinberg, and Karin Monsler for research assistance and to Susan Brumfield and Susannah Flynn for help in proofreading and manuscript processing.</affiliation><role><roleTerm type="text">author</roleTerm></role></name><name type="personal"><namePart type="given">Michael C.</namePart><namePart type="family">Jensen</namePart><affiliation>Graduate School of Business Administration, Harvard University, Boston, MA 02163, USA</affiliation><affiliation>We would like to express our appreciation to Sterling Chemicals, Inc., and especially to Bob Bannon, Harry Conrad, Gordon Cain, Bob McAlister, and Virgil Waggoner, for facilitating our learning. Research support from the Division of Research, Harvard Business School, and the consortium supporting the Simon School's Field Studies in Quality Management Conference is gratefully acknowledged. We received valuable comments and suggestions from participants at the Simon School's Field Studies in Quality Management Conference and participants in Harvard Business School's Organizational Behavior and the Theory of the Firm Seminar and the Summer Financial Decisions and Control Workshop. In particular, we would like to thank Teresa Amabile, Chris Argryis, George Baker, Carliss Baldwin, George Benston, Harry DeAngelo, Linda DeAngelo, Jay Dial, Donna Feinberg, Richard Hackman, Stephanie Jensen, Stacey Kole, Kevin Murphy, Ron Schmidt, Len Schlesinger, Howard Stevenson, Ruth Wageman, Eric Wruck, Willard Zangwill, and especially Jerry Zimmerman (the editor). Thanks also to Chris Allen, Donna Feinberg, and Karin Monsler for research assistance and to Susan Brumfield and Susannah Flynn for help in proofreading and manuscript processing.</affiliation><role><roleTerm type="text">author</roleTerm></role></name><typeOfResource>text</typeOfResource><originInfo><publisher>ELSEVIER</publisher><dateIssued encoding="w3cdtf">1994</dateIssued><copyrightDate encoding="w3cdtf">1994</copyrightDate></originInfo><physicalDescription><internetMediaType>text/html</internetMediaType></physicalDescription><abstract lang="eng">We analyze Total Quality Management (TQM) from an economic and organizational perspective. We find that TQM is a new organizing technology that is science-based, non-hierarchical, and non-market-oriented. It improves productivity by encouraging the use of science in decision-making and discouraging counter-productive defensive behavior. It also encourages effective creation and use of specific knowledge throughout the organization. Effective implementation of TQM generally requires major changes in all three components of the organizational rules of the game, namely systems for allocating decision rights, performance measurement systems, and reward and punishment systems. </abstract><subject lang=""><genre>Keywords</genre><topic>Management accounting</topic><topic>Total quality management</topic><topic>Quality management</topic><topic>Performance measurement</topic><topic>Organization theory</topic><topic>Compensation</topic></subject><subject lang=""><genre>JEL classification</genre><topic>D21</topic><topic>D23</topic><topic>J24</topic><topic>L22</topic><topic>M12</topic><topic>M4</topic></subject><relatedItem type="host"><titleInfo><title>Journal of Accounting and Economics</title></titleInfo><titleInfo type="abbreviated"><title>JAE</title></titleInfo><originInfo><dateIssued encoding="w3cdtf">199411</dateIssued></originInfo><identifier type="ISSN">0165-4101</identifier><identifier type="PII">S0165-4101(00)X0049-3</identifier><part><date>1994</date><detail type="volume"><number>18</number><caption>vol.</caption></detail><detail type="issue"><number>3</number><caption>no.</caption></detail><extent unit="issue pages"><start>245</start><end>395</end></extent></part></relatedItem><relatedItem type="references" displayLabel="BIB1"><titleInfo><title>Overcoming organizational defenses</title></titleInfo><name type="personal"><namePart type="given">Chris</namePart><namePart type="family">Argyris</namePart><role><roleTerm type="text">author</roleTerm></role></name><originInfo><issuance>monographic</issuance><publisher>Allyn and Bacon</publisher><place><placeTerm type="text">New York, NY</placeTerm></place></originInfo><note>Argyris, 1990</note><part><date>1990</date></part></relatedItem><relatedItem type="references" displayLabel="BIB2"><titleInfo><title>The next challenge for TQM: Overcoming organizational defenses</title></titleInfo><name type="personal"><namePart type="given">Chris</namePart><namePart type="family">Argyris</namePart><role><roleTerm type="text">author</roleTerm></role></name><note>Argyris, 1992</note><note>March</note><relatedItem type="host"><titleInfo><title>Journal for Quality and Participation</title></titleInfo><part><date>1992</date></part></relatedItem><part><extent unit="pages"><start>26</start><end>29</end></extent></part></relatedItem><relatedItem type="references" displayLabel="BIB3"><titleInfo><title>Compensation and incentives: Practice vs. theory</title></titleInfo><name type="personal"><namePart type="given">George P.</namePart><namePart type="family">Baker</namePart><role><roleTerm type="text">author</roleTerm></role></name><name type="personal"><namePart type="given">Michael C.</namePart><namePart type="family">Jensen</namePart><role><roleTerm type="text">author</roleTerm></role></name><name type="personal"><namePart type="given">Kevin J.</namePart><namePart type="family">Murphy</namePart><role><roleTerm type="text">author</roleTerm></role></name><note>Baker et al., 1988</note><relatedItem type="host"><titleInfo><title>Journal of Finance</title></titleInfo><part><date>1988</date><detail type="volume"><number>43</number></detail><detail type="issue"><number>no. 3</number></detail></part></relatedItem><part><extent unit="pages"><start>593</start><end>616</end></extent></part></relatedItem><relatedItem type="references" displayLabel="BIB4"><titleInfo><title>Are quality circles illegal? 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