REFRAMING THE ORGANIZATION: WHY IMPLEMENTING TOTAL QUALITY IS EASIER SAID THAN DONE
Academy of Management ReviewPublished 1 July 1994
Rhonda K. Reger, Loren T. Gustafson, Samuel M. Demarie, John V. Mullane
Citations547
SJR quartileQ1
SJR score14.40
SNIP6.11
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TL;DR
A cognitive theory of why planned organizational change efforts, such as total quality initiatives, often fail is presented and a dynamic model in which successful implementation of fundamental organizational transformation is partly dependent on management's ability to re-frame the change over time is proposed.
Abstract
Rhonda K. Reger, Loren T. Gustafson, Samuel M. Demarie, John V. Mullane, Reframing the Organization: Why Implementing Total Quality is Easier Said Than Done, The Academy of Management Review, Vol. 19, No. 3, Special Issue: "Total Quality" (Jul., 1994), pp. 565-584
Keywords
Decision SciencesBusiness, Management and Accounting
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