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A multilevel analysis of quality man...

Kull, Thomas James.

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A multilevel analysis of quality management practices, cooperative cultural values and work performance.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	A multilevel analysis of quality management practices, cooperative cultural values and work performance./
作者:	Kull, Thomas James.
面頁冊數:	167 p.
附註:	Adviser: Ram Narasimhan.
Contained By:	Dissertation Abstracts International69-01A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3298068
ISBN:	9780549415985

A multilevel analysis of quality management practices, cooperative cultural values and work performance.
Kull, Thomas James.

A multilevel analysis of quality management practices, cooperative cultural values and work performance. - 167 p.

Adviser: Ram Narasimhan.

Thesis (Ph.D.)--Michigan State University, 2007.

Unsuccessful quality initiatives often are attributed to an organizational culture that does not value the cooperative nature of quality management practices. However, two opposing perspectives exist as to how quality practices may relate to cooperative cultural values, which is problematic for deciding where to allocate resources during a quality initiative. Moreover, how the performance effects of quality practices and cooperative cultural values change over time is unknown, which has important epistemic implications.

ISBN: 9780549415985Subjects--Topical Terms:

626628
Business Administration, Management.

A multilevel analysis of quality management practices, cooperative cultural values and work performance.
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245 1 2 $a A multilevel analysis of quality management practices, cooperative cultural values and work performance.
300 $a 167 p.
500 $a Adviser: Ram Narasimhan.
500 $a Source: Dissertation Abstracts International, Volume: 69-01, Section: A, page: 0284.
502 $a Thesis (Ph.D.)--Michigan State University, 2007.
520 $a Unsuccessful quality initiatives often are attributed to an organizational culture that does not value the cooperative nature of quality management practices. However, two opposing perspectives exist as to how quality practices may relate to cooperative cultural values, which is problematic for deciding where to allocate resources during a quality initiative. Moreover, how the performance effects of quality practices and cooperative cultural values change over time is unknown, which has important epistemic implications.
520 $a This research finds evidence for a reconceptualization that resolves the paradox created by the two opposing perspectives. First, secondary data is used to discriminate between organization-level and workgroup-level quality management practices. Second, support is found for a sociotechnical system theory-based explanation as to how cooperative cultural values relate to quality management within a multilevel model. Third, longitudinal evidence is provided that shows cooperative cultural values increasing in influence on workgroup performance while organization-level quality practice decrease in influence.
520 $a Based upon the results, quality management practices are seen as serving the dual role of instilling cooperative values at the organization level and enabling higher performance at the workgroup level. Also, managerial insights are provided that recommend a simultaneous approach to changing cultural values and implementing quality management practices. Finally, quality managers from several manufacturing facilities were presented these results and their insights explain why further study is needed on this topic.
590 $a School code: 0128.
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650 4 $a Psychology, Industrial. $3 520063
650 4 $a Sociology, Organizational. $3 1018023
650 4 $a Sociology, Theory and Methods. $3 626625
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710 2 $a Michigan State University. $3 676168
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