Citation Context

...elationships with suppliers, empowering all employees to make decisions that can improve the quality of their work, and removing sources of fear and intimidation from the workplace (see the review by =-=Hackman & Wageman, 1995-=-). Confirming that current expert opinion on desirable modes of management features behaviors considered to be feminine is Fondas’s (1997) textual analysis of mass-market books exemplifying contempora...

Citation Context

...tal quality management (TQM) means different things to different people, the elimination of production defects through continuous improvement of all processes is a common feature of most definitions (=-=Hackman and Wageman, 1995-=-). A core principle guiding the management of quality improvement is the analysis of variability in processes and outcomes through systematic data collection and statistical analysis (Deming, 1986; Ju...

Citation Context

...need for dual organizational capabilities arises in the context of a wave ofsmanagerial activity and institutional pressures focusing on process management and control (e.g.sCole, 1998; Winter, 1994; =-=Hackman & Wageman, 1995-=-; Hammer & Stanton, 1999).sProcess management, based on a view of an organization as a system of interlinkedsprocesses, involves concerted efforts to map, improve, and adhere to organizational process...

Citation Context

... in which use of the same technology process is alternatively seen as drudgery and pain or as opportunity and privilege. The process model that emerged from these data is, on the one hand, mundane: (1) carefully select a team, (2) practice and communicate, (3) work to encourage communication while experimenting with new behaviors in trials, and (4) take time to reflect collectively on how trials are going so that appropriate changes can be made. This process has much in common with long-standing descriptions of the learning process (e.g., Kolb, 1984) and the quality improvement process (e.g., Hackman and Wageman, 1995). On the other hand, although individual learners have been shown to follow such iterative practices instinctively (Sch6n, 1983), teams are less likely to do so. Organizational and group factors often conspire to preclude interpersonal learning (Argyris, 1982) and team learning (Edmondson, 1999), especially when teams are multidisciplinary (Dougherty, 1992). Moreover, these simple practices were seen as radical in the context in which we found them. Encouraging low-status OR team members to speak up and challenge high-status surgeons went against the grain of the cultural and structural contex...

Citation Context

... production system focus on thesrelationship between implementation of lean and performance.sWhile most of thesesstudies have focused on a single aspect of lean and its performance implications (e.g.s=-=Hackman and Wageman, 1995-=-; Samson and Terziovski, 1995; McKone et al., 2001), asfew studies have explored the implementation and performance relationship with twosaspects of lean (e.g. Flynn et al., 1995; McKone et al., 2001)...

Citation Context

...1996).sIn TQM these ideas take form through thesview that a shared vision and shared goalssamong employees and management are criticalsfor organizational success (Anderson et al., 1995;sDeming, 1986; =-=Hackman & Wageman, 1995-=-). Thissvalue refers to a belief in the power of coordi-snated action. According to this value, individu-sals should be willing to sacrifice some auton-somy for the sake of organization-wide goals,sbe...

Citation Context

...l quality management programs, for example, involve use of such techniques as Pareto analyses, control charts, and cost-of-quality analyses to develop improved production strategies (for details, see =-=Hackman & Wageman, 1995-=-). These techniques simply cannot be used until a record of experience with existing strategies has been amassed—once again affirming that consultative coaching is more appropriately provided around t...

Citation Context

...eview and provide overarching conclusions and general suggestions to take research in the QM field further forward. 2. Defining quality management QM has been defined as a “philosophy or an approach to management” made up of a “set of mutually reinforcing principles, each of which is supported by a set of practices and techniques” (Dean and Bowen, 1994). As QM has become embedded in more and more organizations in the last two decades, it has come to mean different things to different people (Watson and Korukonda, 1995), to such an extent that it begs the question: Is there such a thing as QM? Hackman and Wageman (1995) answer this question affirmatively. They defend that QM exhibits convergent validity, since there is substantial agreement among the movement’s founders about the key principles and practices of QM. Furthermore, they also attribute discriminant validity to QM arguing that, as espoused by the movement’s founders, QM philosophy and practice can be reliably distinguished from other strategies for organizational improvement. At the empirical level, the assessment of whether such a thing as QM exists and what constitutes QM should be made at the level of practices: practices are the observable fac...

Citation Context

...ages firms to choose supplier relationships based on quality as opposed to just price and to decrease the total number of suppliers in favor of a smaller set of long-term relationships (Deming, 1986; =-=Hackman & Wageman, 1995-=-; Ishikawa, 1985; Juran, 1974). TQM rhetoric also admonishes firms to decrease the variation in their production process by demanding that firms supplying important inputs adopt TQM practices and proc...

Citation Context

...mon set of assumptions and prescriptions. [. . .] Discriminant validity refers to the degree to which [the concept] can be reliably distinguished from other strategies for organizational improvement (=-=Hackman and Wageman, 1995-=-). In other words, the discriminant validity tells us whether or not a concept carries any news value compared to other existing concepts, whereas the convergent validity, strictly speaking, tells us ...