Improving Theory and Research on Quality Enhancement in Organizations Report of a Workshop (1997) / Chapter Skim
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Research Perspectives: Paper Summaries
Research Perspectives: Paper Summaries
Pages 4-9
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Achieving Organizational Quality: An Empirical Investigation of Quality Culture, Processes, and Outcomes Kim Cameron, Marriott School of Management, Brigham Young University Carole Barnett, University of New Hampshire Although an extensive literature exists on quality techniques and procedures, the relationship between quality at the organizational level and actual organizational performance is still poorly understood. The literature on quality has focused almost exclusively on the process of producing goods or services, the nature of the goods or services themselves, the expectations and levels of satisfaction of customers, and the problems
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Team-Based Incentive Pay and Worker Performance Brent Boning, Graduate School of Industrial Administration, Carnegie Mellon University Casey Ichniowski, Graduate School of Business, Columbia University Kathryn Shaw, Graduate School of Industrial Administration, Carnegie Mellon University In many manufacturing firms and increasingly in service-based firms, the output of the firm is a function of the team efforts of employees. Team-based incentive pay has been used by some firms as a means of improving worker performance, but this also introduces the "free rider" problem: as the size of a team increases, the return to individual effort
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Repenning, Sloan School of Management, Massachusetts Institute of Technology The author studies the problem faced by a firm that tries to induce its workers to reveal information leading to productivity improvements that may in turn lead to layoffs or "downsizing." He investigates the effect of different contractual and institutional assumptions on a firm's ability to implement quality programs. He proposes two hypotheses: (1)
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Sterman, Sloan School of Management, Massachusetts Institute of Technology 7 Although TOM and other process-oriented improvement techniques have increased the effectiveness and productivity of many organizations in the short run, they often fail in the longer run. Existing theory appears inadequate in explaining many of these failures, in part because operations research and management science focus on the technical aspects of process improvement and organization theorists focus on the behavioral issues.
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examine the principles and practices that underlie TQM and offer a basis for predicting the conditions under which the use of different aspects of TQM should be more or less effective. Preliminary analysis based on several case studies of work groups that confront uncertain or nonroutine tasks suggest the importance of employing a contingency model that takes into account the nature of the work performed.
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Amuncison, School of Business, Arizona State University 9 Traditional product development literature suggests that there is a tradeoff between innovation speed and product quality that reducing time to market implies taking short-cuts in terms of attention to quality. Yet more recent quality management literature indicates that there may be a substantial amount of overlap between the practices associated with fast product innovation and those associated with quality management.
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