According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

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The Theory of Industrial Organization

Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view

Typologies are an important way of organizing the complex cause-effect relationships that are key building blocks of the strategy and organization literatures. Here, I develop a novel theoretical perspective on causal core and periphery, which is based on how elements of a configuration are connected to outcomes. Using data on hightechnology firms, I empirically investigate configurations based on the Miles and Snow typology using fuzzy set qualitative comparative analysis (fsQCA). My findings show how the theoretical perspective developed here allows for a detailed analysis of causal core, periphery, and asymmetry, shifting the focus to midrange theories of causal processes.

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Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research

Mixed methods research offers powerful tools for investigating complex processes and systems in health and health care. This article describes integration principles and practices at three levels in mixed methods research and provides illustrative examples. Integration at the study design level occurs through three basic mixed method designs—exploratory sequential, explanatory sequential, and convergent—and through four advanced frameworks—multistage, intervention, case study, and participatory. Integration at the methods level occurs through four approaches. In connecting, one database links to the other through sampling. With building, one database informs the data collection approach of the other. When merging, the two databases are brought together for analysis. With embedding, data collection and analysis link at multiple points. Integration at the interpretation and reporting level occurs through narrative, data transformation, and joint display. The fit of integration describes the extent the qualitative and quantitative findings cohere. Understanding these principles and practices of integration can help health services researchers leverage the strengths of mixed methods.

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Achieving Integration in Mixed Methods Designs—Principles and Practices

Introduction. Strategy and Economics. Part One. Economic Foundations of Strategy. Chapter 1. Basic Microeconomic Principles. Chapter 2. Economies of Scale and Scope. Chapter 3. Agency and Coordination. Chapter 4. The Power of Principles - An Historical Perspective. Part Two. Firm Boundaries. Chapter 5. The Vertical Boundaries of the Firm. Chapter 6. Organizing Vertical Boundaries: Vertical Integration and Its Alternatives. Chapter 7. Diversification. Part Three. Market and Competitive Analysis. Chapter 8. Competitors and Competition. Chapter 9. Strategic Commitment. Chapter 10. The Dynamics of Pricing Rivalry. Chapter 11. Entry and Exit. Chapter 12. Industry Analysis. Part Four. Strategic Position and Dynamics. Chapter 13. Strategic Positioning for Competitive Advantage. Chapter 14. Sustaining Competitive Advantage. Chapter 15. The Origins of Competitive Advantage: Innovation, Evolution, and Environment. Part Five. Internal Organization. Chapter 16. Performance Measurement and Incentives in Firms. Chapter 17. Strategy and Structure. Chapter 18. Environment, Power, and Culture.

Economics of Strategy

This essay reviews the theoretical and empirical literature on quality disclosure and certification. After comparing quality disclosure with other quality assurance mechanisms and describing a brief history of quality disclosure, we address two sets of theoretical issues. First, why don't sellers voluntarily disclose through a process of "unraveling" and, given the lack of unraveling, is it desirable to mandate seller disclosure? Second, when we rely on certifiers to act as the intermediary of quality disclosure, do certifiers necessarily report unbiased and accurate information? We further review empirical evidence on these issues, with a particular focus on healthcare, education, and finance. The empirical review covers quality measurement, the effect of third-party disclosure on consumer choice and seller behavior, as well as the economics of certifiers. (JEL D18, K32, L15, M31)

https://www.nber.org/system/files/working_papers/w15644/w15644.pdf

Quality Disclosure and Certification: Theory and Practice

Health care report cards—public disclosure of patient health outcomes at the level of the individual physician or hospital or both—may address important informational asymmetries in markets for health care, but they may also give doctors and hospitals incentives to decline to treat more difficult, severely ill patients. Whether report cards are good for patients and for society depends on whether their financial and health benefits outweigh their costs in terms of the quantity, quality, and appropriateness of medical treatment that they induce. Using national data on Medicare patients at risk for cardiac surgery, we find that cardiac surgery report cards in New York and Pennsylvania led both to selection behavior by providers and to improved matching of patients with hospitals. On net, this led to higher levels of resource use and to worse health outcomes, particularly for sicker patients. We conclude that, at least in the short run, these report cards decreased patient and social welfare.

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Is More Information Better? The Effects of 'Report Cards' on Health Care Providers

Objectives.To assess the impact of total quality management (TQM) and organizational culture on a comprehensive set of endpoints of care for coronary artery bypass graft surgery (CABG) patients, including risk-adjusted adverse outcomes, clinical efficiency, patient satisfaction, functional health st

Assessing the Impact of Total Quality Management and Organizational Culture on Multiple Outcomes of Care for Coronary Artery Bypass Graft Surgery Patients

Part 1 Firm boundaries: the evolution of the modern firm the vertical boundaries of the firm the transaction costs of market exchange organizing the vertical chain the horizontal boundaries of the firm diversification Part 2 Market and competitive analysis: industry analysis market structure and competition strategic commitment and competition the dynamic of pricing rivalry entry and exit Part 3 Strategic position and dynamics: strategic positioning for competition advantage analyzing cost and differentiation advantage sustaining competitive advantage the origins of competitive advantage Part 4 Internal organization: incentives and agency strategy and structure power and culture the role of the general manager

David Dranove

Papers

Economics of Strategy

Quality Disclosure and Certification: Theory and Practice

Is More Information Better? The Effects of 'Report Cards' on Health Care Providers

Assessing the Impact of Total Quality Management and Organizational Culture on Multiple Outcomes of Care for Coronary Artery Bypass Graft Surgery Patients

The Economics of Strategy