A Path Analytic Model of a Theory of Quality Management Underlying the Deming Management Method: Preliminary Empirical Findings

John C. Anderson, Manus Rungtusanatham, Roger G. Schroeder, Sarvanan Devaraj

Research output: Contribution to journalArticlepeer-review

392 Scopus citations

Abstract

Despite the impact that Deming and his 14 Points have had on the practice of quality management, empirical support for the effectiveness of the Deming Management Method has not advanced beyond the presentation of anecdotal, case‐study evidence. In part, this is because theory to guide the conduct of empirical research has not been available. Only recently has such a theory of quality management to describe and explain the effectiveness of the Deming Management Method been articulated in the literature. This paper continues the journey of theory development; it reports the results of an exploratory empirical analysis of an articulated theory of quality management underlying the Deming Management Method. The constructs in the proposed theory are operationalized using measurement statements developed by the World‐Class Manufacturing research project team at the University of Minnesota and Iowa State University. Path analysis is applied to the World‐Class Manufacturing project data to explore the empirical strength of relationships advanced in the theory. The path analytic results provide support for several of the proposed relationships in the theory, and more importantly, suggest a number of new relationships which have not heretofore been proposed.

Original languageEnglish (US)
Pages (from-to)637-658
Number of pages22
JournalDecision Sciences
Volume26
Issue number5
DOIs
StatePublished - Sep 1995

Keywords

  • Deming Management Method
  • Path Analysis
  • Quality Management
  • Theory Development
  • and Theory Testing

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