Why Total Quality Management Programs Do Not Persist: The Role of Management Quality and Implications for Leading a TQM Transformation

By Michael Beer. Decision Sciences, 2003

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Values and behaviors of effective lean managers: Mixed-methods exploratory research (2017, background): “* Beer, M. (2003). Why total quality management programs do not persist: the role of management quality and implications for leading a TQM transformation. Decision Sciences, 34, 623e642. Bhamu, J., & Sangwan, K. S. (2014). Lean manufacturing: literature review and research issues. International Jour”
Leadership and policy deployment: The backbone of TQM (2011, background): “As Beer argued in his paper on ‘why TQM programmes do not persist’ (Beer, 2003), top-down TQM programmes often fail to create deep and sustained change in organisations where they become a fad, soon to be replaced by other fads.”
The Role of Culture as Driver of Quality Management and Performance: Infrastructure Versus Core Quality Practices (2008, background): “From the practical side, a number of quality management implementation failures have been noted in the literature (Beer, 2003).”
Bridging Practice and Theory: A Design Science Approach (2009, background): “In contrast, action research that focuses on, say, problem-solving processes or group dynamics in a specific problem situation— without an explicit development of artifacts—would not be considered design science (e.g., Beer, 2003).”