Science, specific knowledge, and total quality management
Identifieur interne : 003112 ( Main/Merge ); précédent : 003111; suivant : 003113Science, 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="2"><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><placeName><region type="state">Massachusetts</region></placeName></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="2"><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><placeName><region type="state">Massachusetts</region></placeName></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><idno type="wicri:Area/Istex/Checkpoint">002697</idno><idno type="MainMerge">002697</idno><idno type="wicri:Area/Main/Merge">003112</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></record>Pour manipuler ce document sous Unix (Dilib)
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