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In its current form, the Deming management method contains a prescriptive set of 14 points that serve as guidelines for appropriate organizational behavior and practice regarding quality management. Despite the apparent effect of these 14 points on both the industrial world and the practice of management theory around the world, there is little evidence of the role of the Deming management method in the formalization and advancement of management theory. Although its impact on management practice is clear, neither its theoretical contribution nor its theoretical base has yet to be articulated. Yes, there is a theory of quality management underlying the Deming management method, but at present, this theory is presented in the prescriptive form of these 14 points. We propose and articulate a theory of quality management to describe and explain the effects of adopting the Deming management method. This theory is based on the conceptual synthesis of Deming's writings, literature on the Deming management method, observations of practice, and, more specifically, the results of a Delphi study involving a panel of expert on the Deming management method. We trace the development of this method, position it within the context of theory, describe our theory formulation process, propose and explain an underlying theory of quality management, and offer implications for practice. (Reprinted by permission of the publisher.)

The mobility of personnel through an organization is important to both the organization and the individual. We present a model and nine related propositions that integrate research on this topic. The model shows environmental, organizational, and workforce characteristics as influencing opportunities, criteria for mobility, and actual mobility. These variables in turn influence perceptions of mobility, other attitudes such as satisfaction and commitment, and work behaviors. Research to date has examined only bivariate relationships; more work is needed to determine the combined and relative influence of the several independent variables on each dependent variable. [ABSTRACT FROM AUTHOR]

Three different dimensions of OR/MS efforts exist. Experience has shown undue emphasis on one of these--installation--at the expense of the other two--implementation and integration. Definition and understanding of these dimensions within the conceptual framework presented will allow better planning, and conduct and evaluation of OR/MS efforts. [ABSTRACT FROM AUTHOR]