Improvement Research in Education · Search · University of Michigan CoRE Project

How Leaders Can Support Teachers with Data-Driven Decision Making: A Framework for Understanding Capacity Building

Marsh, J. A., & Farrell, C. C. (2015). How Leaders Can Support Teachers with Data-Driven Decision Making: A Framework for Understanding Capacity Building. Educational Management Administration & Leadership, 43(2), 269–289. https://doi.org/10.1177/1741143214537229

Co-Constructors of Data, Co-Constructors of Meaning: Teacher Professional Development in an Age of Accountability

Schnellert, L. M., Butler, D. L., & Higginson, S. K. (2008). Co-Constructors of Data, Co-Constructors of Meaning: Teacher Professional Development in an Age of Accountability. Teaching and Teacher Education, 24(3), 725–750. https://doi.org/10.1016/j.tate.2007.04.001

Involving Teachers in Data-Driven Decision Making: Using Computer Data Systems to Support Teacher Inquiry and Reflection

Wayman, J. C. (2005). Involving Teachers in Data-Driven Decision Making: Using Computer Data Systems to Support Teacher Inquiry and Reflection. Journal of Education for Students Placed at Risk (JESPAR), 10(3), 295–308. https://doi.org/10.1207/s15327671espr1003_5

Raising Test Scores through the Continuous Improvement Model

Weller, L. D., & Weller, S. J. (1998). Raising Test Scores through the Continuous Improvement Model. The Clearing House, 71(3), 159–164. https://doi.org/10.1080/00098659809599351

Total Quality Management In The Public Sector: An International Perspective

Colin, M., & Stephen, M. (1994). Total Quality Management In The Public Sector: An International Perspective. McGraw-Hill Education (UK).

Juran's Quality Handbook: The Complete Guide to Performance Excellence, Seventh Edition

Defeo, J. A. (2016). Juran’s Quality Handbook: The Complete Guide to Performance Excellence, Seventh Edition. McGraw Hill Professional.

Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs

Doerr, J. (2018). Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs. Penguin Publishing Group.

Systems Thinking in the Public Sector

Seddon, J. (2008). Systems Thinking in the Public Sector. Triarchy Press.

Building a Learning Organization

Garvin, D. A. (1993, July 1). Building a Learning Organization. Harvard Business Review, 71(4), 78–91.

Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I

Kaplan, R. S., & Norton, D. P. (2001). Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I. Accounting Horizons, 15(1), 87–104. https://doi.org/10.2308/acch.2001.15.1.87

The Toyota Way in Services: The Case of Lean Product Development

Liker, J. K., & Morgan, J. M. (2006). The Toyota Way in Services: The Case of Lean Product Development. Academy of Management Perspectives, 20(2), 5–20. https://doi.org/10.5465/amp.2006.20591002

Six Sigma: A Goal-Theoretic Perspective

Linderman, K., Schroeder, R. G., Zaheer, S., & Choo, A. S. (2003). Six Sigma: A Goal-Theoretic Perspective. Journal of Operations Management, 21(2), 193–203. https://doi.org/10.1016/S0272-6963(02)00087-6

Systems Thinking and Organizational Learning: Acting Locally and Thinking Globally in the Organization of the Future

Senge, P. M., & Sterman, J. D. (1992). Systems Thinking and Organizational Learning: Acting Locally and Thinking Globally in the Organization of the Future. European Journal of Operational Research, 59(1), 137–150. https://doi.org/10.1016/0377-2217(92)90011-W

How to Root Out Waste and Pursue Perfection

Womack, J. P., & Jones, D. T. (1996, September 1). How to Root Out Waste and Pursue Perfection. Harvard Business Review, 74(5), 140–158.

Continuous Improvement as an Ideal in Health Care

Berwick, D. M. (1989). Continuous Improvement as an Ideal in Health Care. New England Journal of Medicine, 320(1), 53–56. https://doi.org/10.1056/NEJM198901053200110

Lean Health Care: What Can Hospitals Learn from a World-Class Automaker?

Kim, C. S., Spahlinger, D. A., Kin, J. M., & Billi, J. E. (2006). Lean Health Care: What Can Hospitals Learn from a World-Class Automaker? Journal of Hospital Medicine, 1(3), 191–199. https://doi.org/10.1002/jhm.68

Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector

Radnor, Z., & Walley, P. (2008). Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector. Public Money & Management, 28(1), 13–20. https://doi.org/10.1111/j.1467-9302.2008.00613.x

Adapting Total Quality Management (TQM) to Government

Swiss, J. E. (1992). Adapting Total Quality Management (TQM) to Government. Public Administration Review, 52(4), 356–362.

ISO 9000: Outside the Iron Cage

Boiral, O. (2003). ISO 9000: Outside the Iron Cage. Organization Science, 14(6), 720–737. https://doi.org/10.1287/orsc.14.6.720.24873

Coerced Practice Implementation in Cases of Low Cultural Fit: Cultural Change and Practice Adaptation During the Implementation of Six Sigma at 3M

Canato, A., Ravasi, D., & Phillips, N. (2013). Coerced Practice Implementation in Cases of Low Cultural Fit: Cultural Change and Practice Adaptation During the Implementation of Six Sigma at 3M. Academy of Management Journal, 56(6), 1724–1753. https://doi.org/10.5465/amj.2011.0093

Meta-Analysis of the Relationship Between Quality Management Practices and Firm Performance—Implications for Quality Management Theory Development

Nair, A. (2006). Meta-Analysis of the Relationship Between Quality Management Practices and Firm Performance—Implications for Quality Management Theory Development. Journal of Operations Management, 24(6), 948–975. https://doi.org/10.1016/j.jom.2005.11.005

Total Quality Management as Competitive Advantage: A Review and Empirical Study

Powell, T. C. (1995). Total Quality Management as Competitive Advantage: A Review and Empirical Study. Strategic Management Journal, 16(1), 15–37. https://doi.org/10.1002/smj.4250160105

Quality Management Re-Visited: A Reflective Review and Agenda for Future Research

Sousa, R., & Voss, C. A. (2002). Quality Management Re-Visited: A Reflective Review and Agenda for Future Research. Journal of Operations Management, 20(1), 91–109. https://doi.org/10.1016/S0272-6963(01)00088-2

The Evolving Theory of Quality Management: The Role of Six Sigma

Zu, X., Fredendall, L. D., & Douglas, T. J. (2008). The Evolving Theory of Quality Management: The Role of Six Sigma. Journal of Operations Management, 26(5), 630–650. https://doi.org/10.1016/j.jom.2008.02.001

Assessing the Evidence of Six Sigma and Lean in the Health Care Industry

DelliFraine, J. L., Langabeer, J. R. I., & Nembhard, I. M. (2010). Assessing the Evidence of Six Sigma and Lean in the Health Care Industry. Quality Management in Healthcare, 19(3), 211. https://doi.org/10.1097/QMH.0b013e3181eb140e

Continuous Improvement in the Public Sector

Fryer, K. J. (2009). Continuous Improvement in the Public Sector [Ph.D., Glasgow Caledonian University (United Kingdom)]. https://www.proquest.com/docview/1314578184?parentSessionId=KA%2BQo2ShQfHo2AENHPeTVRloeMYmez6aObegokfF9qE%3D

The Influence of Context on Quality Improvement Success in Health Care: A Systematic Review of the Literature

Kaplan, H. C., Brady, P. W., Dritz, M. C., Hooper, D. K., Linam, W. M., Froehle, C. M., & Margolis, P. (2010). The Influence of Context on Quality Improvement Success in Health Care: A Systematic Review of the Literature. The Milbank Quarterly, 88(4), 500–559. https://doi.org/10.1111/j.1468-0009.2010.00611.x

Systematic Review of the Application of Quality Improvement Methodologies from the Manufacturing Industry to Surgical Healthcare

Nicolay, C. R., Purkayastha, S., Greenhalgh, A., Benn, J., Chaturvedi, S., Phillips, N., & Darzi, A. (2012). Systematic Review of the Application of Quality Improvement Methodologies from the Manufacturing Industry to Surgical Healthcare. British Journal of Surgery, 99(3), 324–335. https://doi.org/10.1002/bjs.7803

Lean in Healthcare: The Unfilled Promise?

Radnor, Z. J., Holweg, M., & Waring, J. (2012). Lean in Healthcare: The Unfilled Promise? Social Science & Medicine, 74(3), 364–371. https://doi.org/10.1016/j.socscimed.2011.02.011

Assessing the Impact of Continuous Quality Improvement/Total Quality Management: Concept Versus Implementation.

Shortell, S. M., O’Brien, J. L., Carman, J. M., Foster, R. W., Hughes, E. F., Boerstler, H., & O’Connor, E. J. (1995). Assessing the Impact of Continuous Quality Improvement/Total Quality Management: Concept Versus Implementation. Health Services Research, 30(2), 377–401.

Systematic Review of the Application of the Plan–Do–Study–Act Method to Improve Quality in Healthcare

Taylor, M. J., McNicholas, C., Nicolay, C., Darzi, A., Bell, D., & Reed, J. E. (2014). Systematic Review of the Application of the Plan–Do–Study–Act Method to Improve Quality in Healthcare. BMJ Quality & Safety, 23(4), 290–298. https://doi.org/10.1136/bmjqs-2013-001862

Designed for Learning: A Tale of Two Auto Plants

Adler, P. S., & Cole, R. E. (1993). Designed for Learning: A Tale of Two Auto Plants. MIT Sloan Management Review, 34(3), 85–94.

Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System

Adler, P. S., Goldoftas, B., & Levine, D. I. (1999). Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System. Organization Science, 10(1), 43–68. https://doi.org/10.1287/orsc.10.1.43

Critical Success Factors of Continuous Improvement in the Public Sector: A Literature Review and Some Key Findings

Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical Success Factors of Continuous Improvement in the Public Sector: A Literature Review and Some Key Findings. The TQM Magazine, 19(5), 497–517. https://doi.org/10.1108/09544780710817900

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

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(4), 623–642. https://doi.org/10.1111/j.1540-5414.2003.02640.x

Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries

Benner, M. J., & Tushman, M. (2002). Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries. Administrative Science Quarterly, 47(4), 676–707. https://doi.org/10.2307/3094913

The Role of Experience in Six Sigma Project Success: An Empirical Analysis of Improvement Projects

Easton, G. S., & Rosenzweig, E. D. (2012). The Role of Experience in Six Sigma Project Success: An Empirical Analysis of Improvement Projects. Journal of Operations Management, 30(7–8), 481–493. https://doi.org/10.1016/j.jom.2012.08.002

Break-Through Innovations and Continuous Improvement: Two Different Models of Innovative Processes in the Public Sector

Moore, M. H. (2005). Break-Through Innovations and Continuous Improvement: Two Different Models of Innovative Processes in the Public Sector. Public Money & Management, 25(1), 43–50. https://doi.org/10.1111/j.1467-9302.2005.00449.x

Making It Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams

Nembhard, I. M., & Edmondson, A. C. (2006). Making It Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams. Journal of Organizational Behavior, 27(7), 941–966. https://doi.org/10.1002/job.413

A Critique of TQM: Problems of Implementation in the Public Sector

Radin, B. A., & Coffee, J. N. (1993). A Critique of TQM: Problems of Implementation in the Public Sector. Public Administration Quarterly, 17(1), 42–54.

Reframing the Organization: Why Implementing Total Quality Is Easier Said Than Done

Reger, R. K., Gustafson, L. T., Demarie, S. M., & Mullane, J. V. (1994). Reframing the Organization: Why Implementing Total Quality Is Easier Said Than Done. Academy of Management Review, 19(3), 565–584. https://doi.org/10.5465/amr.1994.9412271815

Management Fashion

Abrahamson, E. (1996). Management Fashion. Academy of Management Review, 21(1), 254–285. https://doi.org/10.5465/amr.1996.9602161572

Management Fashion: Lifecycles, Triggers, and Collective Learning Processes

Abrahamson, E., & Fairchild, G. (1999). Management Fashion: Lifecycles, Triggers, and Collective Learning Processes. Administrative Science Quarterly, 44(4), 708–740. https://doi.org/10.2307/2667053

Market Pressures and Institutional Forces: The Early Years of the Quality Movement

Cole, R. E. (2000). Market Pressures and Institutional Forces: The Early Years of the Quality Movement. In R. E. Cole & W. R. Scott (Eds.), The Quality Movement and Organization Theory (pp. 67–88). SAGE. https://us.sagepub.com/en-us/nam/the-quality-movement-and-organization-theory/book9893

Global Competition, Institutions, and the Diffusion of Organizational Practices: The International Spread of ISO 9000 Quality Certificates

Guler, I., Guillén, M. F., & Macpherson, J. M. (2002). Global Competition, Institutions, and the Diffusion of Organizational Practices: The International Spread of ISO 9000 Quality Certificates. Administrative Science Quarterly, 47(2), 207–232. https://doi.org/10.2307/3094804

Customization or Conformity? An Institutional and Network Perspective on the Content and Consequences of TQM Adoption

Westphal, J. D., Gulati, R., & Shortell, S. M. (1997). Customization or Conformity? An Institutional and Network Perspective on the Content and Consequences of TQM Adoption. Administrative Science Quarterly, 42(2), 366–394. https://doi.org/10.2307/2393924

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