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

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Capitalism and Freedom

* Starting from Need* Evolution of the Toyota Production System* Further Development* Genealogy of the Toyota Production System* The True Intention of the Ford System* Surviving the Low-Growth Period

Toyota production system : beyond large-scale production

Does organic farming benefit biodiversity

Biodynamic farming practices and systems show promise in mitigating some of the detrimental effects of chemical-dependent, conventional agriculture on the environment. The physical, biological, and chemical soil properties and economic profitability of adjacent, commercial biodynamic and conventional farms (16 total) in New Zealand were compared. The biodynamic farms in the study had better soil quality than the neighboring conventional farms and were just as financially viable on a per hectare basis.

https://science.sciencemag.org/content/sci/260/5106/344.full.pdf

Soil quality and financial performance of biodynamic and conventional farms in new zealand.

A multi-level institutional perspective of corporate social responsibility reporting: A mixed-method study

Purpose – The purpose of this paper is to develop a definitive and insightful working definition of kaizen for practitioners and academics in the West through which they may better understand the kaizen phenomenon and its intangible but critical underpinning philosophy. Design/methodology/approach – A phenomenological study of the utility of kaizen within in the bounds of active kaizen environments in name Japanese industrial organisations was conducted over a three-year period in Japan. The research explored how Japanese workers acknowledge, exercise, identify and diffuse kaizen in a sustainable manner. Findings – Kaizen is found to be a broad philosophical approach to work that serves different purposes for different members of the organisation, where no universal definition appears to exist yet differing ideologies are tolerated. Kaizen in Japan has a considerably deep meaning: it channels worker creativity and expressions of individuality into bounded environments, and creates an energy that drives a ...

Kaizen: a Japanese philosophy and system for business excellence

The economy has always been a knowledge economy. We accept as a premise of this paper that phenomena such as the explosion of information, information technology, intellectual capital, knowledge workers and firms as knowledge systems are real, while reserving space elsewhere for the critique of such phenomena. To date, doctoral education in business has focused almost exclusively on the needs of future academic staff. One response to the growing demand for a practitioner-oriented doctoral education is the rise of Doctorate of Business and Administration (DBA) programmes. The DBA differs from a Doctor of Philosophy (PhD) because of its increased focus on the application of knowledge, in addition to the development of that knowledge. While PhD research needs to make a significant contribution to theory, DBA research is expected to contribute to both theory and practice. This paper provides a brief history of doctoral education in business. We discuss the choices that have been taken in the design and conten...

Spanning the Academy-Practice Divide with Doctoral Education in Business

This study explores the relationship between institutional mechanisms and corporate social responsibility (CSR) in both Pakistan and New Zealand. Institutional factors are normally categorised as being either formal or informal. It is argued that a combination of formal institutions and informal institutions in any jurisdiction shape the adoption, or otherwise of CSR by business through its adherence to acceptable governance praxis. Corporate regulation in Pakistan is heavily influenced from elsewhere, especially from British common law. By contrast the institutional realities produce remarkably different outcomes in the two jurisdictions. This study examines which formal and informal institutions influence CSR disclosures, in that businesses disclose CSR practices in response to regulations; cognitive pressures that help people understand and interpret the practice correctly; and, cultural values enforcing the same practice. Quantitative content analyses of a sample of eight listed companies’ annual reports were completed from each country. Reporting and disclosure practices were identified in both. Underlying institutions were then recorded as being recognised, acknowledged or inferred by the respective reporting business. The results highlighted that Pakistani companies disclose more about CSR than those analysed from New Zealand. This result is attributed to the recently developed corporate governance guidelines by the Securities and Exchange Commission of Pakistan. The informal national institutions in both countries also play a vital role in the disparity of disclosures. This is not to suggest that New Zealand listed companies lag behind those in Pakistan with respect to their contribution to CSR initiatives, simply that the disclosure levels between the two favour those companies in Pakistan.

/pdf/institutional-impacts-on-corporate-social-responsibility-a-2tvn8kave6.pdf

James C. Lockhart

Papers

Soil quality and financial performance of biodynamic and conventional farms in new zealand.

A multi-level institutional perspective of corporate social responsibility reporting: A mixed-method study

Kaizen: a Japanese philosophy and system for business excellence

Spanning the Academy-Practice Divide with Doctoral Education in Business

Institutional impacts on corporate social responsibility: a comparative analysis of New Zealand and Pakistan