TY - JOUR
T1 - Retesting a model of the deming management method
AU - Fisher, Caroline M.
AU - Barfield, Jesse
AU - Li, Jing
AU - Mehta, Rajiv
N1 - Funding Information:
In a follow-up study, Anderson et al. (1995) empirically examined their theory using a sample of 41 manufacturing plants from an existing database. They operationalized the seven constructs by selecting measurement statements from the World-Class Manufacturing research project jointly written by a team of researchers from the University of Minnesota and Iowa State University. They pooled the measurement statements they selected to create multi-item perceptual scales for each of the seven constructs. These measurement statements are shown in Appendix A.
PY - 2005/5
Y1 - 2005/5
N2 - Anderson et al. (1994) developed a model of the theory of quality management underlying the Deming management method; Anderson et al. (1995) tested that model using path analysis. They used data from an existing database collected from 41 manufacturing plants in the electronics, machinery, and transportation industries with 100 or more employees. In this study, which retests their model, data were gathered from over 100 manufacturing and service companies of all sizes across the US and Canada. The measures used in the original study were modified to apply to both service and manufacturing organizations. The data were analysed using similar statistical analysis procedures, and comparisons were made with the results of the Anderson et al. (1995) study. The results showed strong support for the model developed by Anderson et al. (1994) with the exception of one construct, Employee Fulfilment. The findings suggest that implementing a continuous improvement effort without first implementing Visionary Leadership, Cooperation, Learning, and Process Management is a recipe for failure.
AB - Anderson et al. (1994) developed a model of the theory of quality management underlying the Deming management method; Anderson et al. (1995) tested that model using path analysis. They used data from an existing database collected from 41 manufacturing plants in the electronics, machinery, and transportation industries with 100 or more employees. In this study, which retests their model, data were gathered from over 100 manufacturing and service companies of all sizes across the US and Canada. The measures used in the original study were modified to apply to both service and manufacturing organizations. The data were analysed using similar statistical analysis procedures, and comparisons were made with the results of the Anderson et al. (1995) study. The results showed strong support for the model developed by Anderson et al. (1994) with the exception of one construct, Employee Fulfilment. The findings suggest that implementing a continuous improvement effort without first implementing Visionary Leadership, Cooperation, Learning, and Process Management is a recipe for failure.
KW - Deming management method
KW - Management theory
KW - Success factors
KW - Total Quality Management
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U2 - 10.1080/14783360500053758
DO - 10.1080/14783360500053758
M3 - Article
AN - SCOPUS:18844408103
SN - 1478-3363
VL - 16
SP - 401
EP - 412
JO - Total Quality Management and Business Excellence
JF - Total Quality Management and Business Excellence
IS - 3
ER -