Knowledge Driven Quality Improvement

Published Online:https://doi.org/10.1287/mnsc.44.11.S35

References

  • Adler P. S. When knowledge is the critical resource, knowledge management is the critical task. IEEE Trans. on Engrg. Management (1989) 36(2):87–94CrossrefGoogle Scholar
  • Bohn R. E. Learning by experimentation in manufacturing. (1987) . Harvard Business School Working paper 88-001Google Scholar
  • Bohn R. E. Measuring and managing technological knowledge. Sloan Management Rev. (1994) Fall):61–73Google Scholar
  • Cyert R. M., March J. G.A Behavioral Theory of the Firm (1963) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
  • Dada M., Marcellus R. Process control with learning. Oper. Res. (1994) 42:323–336LinkGoogle Scholar
  • Deming W. E.Quality, Productivity, and Competitive Position (1982) (MIT Center for Advanced Engineering Study, Cambridge, MA) Google Scholar
  • Duncan R., Weiss A. Organizational learning: Implications for organizational design. Res. Organ. Behavior (1979) 1:75–123Google Scholar
  • Fine C. H. Quality improvement and learning in productive systems. Management Sci. (1986) 32:1301–1315LinkGoogle Scholar
  • Fiol C. M., Lyles M. A. Organizational learning. Acad. Management Rev. (1985) 10:803–813CrossrefGoogle Scholar
  • Hackman J. R., Wageman R. Total quality management: Empirical, conceptual, and practical issues. Admin. Sci. Quart. (1995) 40:309–342CrossrefGoogle Scholar
  • Hair J. F., Anderson R. E., Tatham R. L., Black W. C.Multivariate Data Analysis (1992) 3rd ed.(Macmillan, New York) Google Scholar
  • Hauser J. R., Clausing D. The house of quality. Harvard Bus. Rev. (1988) May–June):63–73Google Scholar
  • Hayes R., Jaikumar R. Manufacturing's crisis: New technologies, obsolete organizations. Harvard Bus. Rev. (1988) September–October):77–85Google Scholar
  • Hedberg B. L. T., Nystrom P. C. T., Starbuck W. H. How organizations learn and unlearn. Handbook of Organizational Design (1981) (Oxford University Press)Google Scholar
  • Huber G. P. Organizational learning: The contributing processes and the literatures. Organ. Sci. (1991) 2:88–115LinkGoogle Scholar
  • Imai M.Kaizen the Key to Japan's Competitive Success (1986) (Random House, New York) Google Scholar
  • Ishikawa K., Lu D. J.What Is Total Quality Control? (1985) (Prentice- Hall, Englewood Cliffs, NJ) Google Scholar
  • Jaikumar R., Bohn R. E. A dynamic approach to operations management: An alternative to static optimization. Internat. J. Production Econom. (1992) 27:265–282CrossrefGoogle Scholar
  • Juran J. M., Gryna F. M.Quality Planning and Analysis (1993) 3rd ed.(McGraw-Hill, New York) Google Scholar
  • Kackar R. Off-line quality control, parameter design, and the Taguchi method. J. Quality Tech. (1985) 17(4):176–188CrossrefGoogle Scholar
  • Kim D. H. The link between individual and organizational learning. Sloan Management Rev. (1993) Fall):37–50Google Scholar
  • Kim D. H. Building learning infrastructures. The Systems Thinker (1994) 5(3Google Scholar
  • Kim J., Mueller C. W.Factor Analysis Statistical Methods and Practical Issues (1978) (Sage Publications)Google Scholar
  • Leonard-Barton D. A dual methodology for case studies: Synergistic use of a longitudinal single site with replicated multiple sites. Organ. Sci. (1990) 1:248–266LinkGoogle Scholar
  • Leonard-Barton D. The factory as a learning laboratory. Sloan Management Rev. (1992) Fall):23–38Google Scholar
  • March J. G., Van de Ven A. H., Joyce W. Decisions in organizations and theories of choice. Perspectives on Organization Design and Behavior (1981) (Wiley, New York) Google Scholar
  • March J. G., Olsen J. P. The uncertainty of the past: Organizational learning under ambiguity. Eur. J. Political Res. (1975) 3:147–171CrossrefGoogle Scholar
  • Mukherjee A. S.The Effective Management of Organizational Learning and Process Control (1992) (Unpublished doctoral dissertation, Harvard Business School, Boston, MA) Google Scholar
  • Mukherjee A. S., Jaikumar R. Paradigms of process control. (1993) . INSEAD Working paper 93/76/TMGoogle Scholar
  • Mukherjee A. S., Van Wassenhove L. N., Lederer P. J., Karmarkar U. S. The impact of knowledge on quality. The Practice of Quality Management (1997) (Kluwer Academic Publishers, Dordrecht) CrossrefGoogle Scholar
  • Pisano G. P. Knowledge, integration, and the locus of learning: An empirical analysis of process development. Strategic Management J. (1994) 15:85–100CrossrefGoogle Scholar
  • Senge P. M. The leader's new work: Building learning organizations. Sloan Management Rev. (1990) Fall):7–23Google Scholar
  • Shea G. P. Quality circles: The danger of bottled change. Sloan Management Rev. (1986) Spring):33–46Google Scholar
  • Skinner W. The focused factory. Harvard Bus. Rev. (1974) November–December):113–121Google Scholar
  • Smith G. F. Towards a heuristic theory of problem structuring. Management Sci. (1988) 34:1489–1506LinkGoogle Scholar
  • Stewart D. W. The application and misapplication of factor analysis in marketing research. J. Marketing Res. (1981) February):51–62Google Scholar
  • Tapiero C. S. Production learning and quality control. IIE Trans. (1987) 19(4):362–370CrossrefGoogle Scholar
  • Teece D., Pisano G. The dynamic capabilities of firms: An introduction. Indust. Corporate Change (1994) 3:537–556CrossrefGoogle Scholar
  • Wadsworth H. M., Stephens K. S., Godfrey A. B.Modern Methods for Quality Control and Improvement (1986) (Wiley, New York) Google Scholar
  • Zuboff S.In the Age of the Smart Machine (1989) (Basic Books, New York) Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.