{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T18:07:29Z","timestamp":1754158049930,"version":"3.41.2"},"reference-count":21,"publisher":"Emerald","issue":"2","license":[{"start":{"date-parts":[[2002,5,1]],"date-time":"2002-05-01T00:00:00Z","timestamp":1020211200000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2002,5,1]]},"abstract":"<jats:p>Based on organizational theory, a contingency model of quality management practices is proposed, whereby quality management orientation, process choice, and environmental uncertainty are the contextualizing variables. The model posits that to maximize quality and firm performance, quality management practices must be congruent with the particular situation within which the firm finds itself. Thus, no one set of quality management practices can be implemented and be expected to increase performance in all environments. The model suggests reasons for quality management program failures found in recent research and the popular press. Research propositions and implications are discussed.<\/jats:p>","DOI":"10.1108\/14637150210425117","type":"journal-article","created":{"date-parts":[[2002,7,28]],"date-time":"2002-07-28T18:49:34Z","timestamp":1027882174000},"page":"161-168","source":"Crossref","is-referenced-by-count":10,"title":["Matching process choice and uncertainty"],"prefix":"10.1108","volume":"8","author":[{"given":"Robert T.","family":"Jones","sequence":"first","affiliation":[]},{"given":"Chuck","family":"Ryan","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022031420164099700_b1","unstructured":"Burns, T. and Stalker, G.M. (1961), The Management of Innovation, Tavistock, London."},{"key":"key2022031420164099700_b2","unstructured":"Cyert, R.M. and March, J.G. (1964), A Behavioral Theory of the Firm, Prentice\u2010Hall, Englewood Cliffs, NJ."},{"key":"key2022031420164099700_b3","doi-asserted-by":"crossref","unstructured":"Duncan, R.B. 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(1958), Organizations, Wiley, New York, NY."},{"key":"key2022031420164099700_b13","doi-asserted-by":"crossref","unstructured":"Perrow, C. (1967), \u201cA framework for the comparative analysis of organizations\u201d, American Sociological Review, Vol. 32, pp. 194\u2010208.","DOI":"10.2307\/2091811"},{"key":"key2022031420164099700_b14","unstructured":"Peters, T. (1992), \u201cThere\u2019s more to a successful company than zero defects\u201d, San Jose Mercury News, 20 July, p. 2F."},{"key":"key2022031420164099700_b15","unstructured":"Prassad, S. and Tata, J. (1994), \u201cQuality in the maquiladora industry\u201d, 1994 Proceedings of the Decision Sciences Institute, Vol. 3, pp. 2055\u20107."},{"key":"key2022031420164099700_b16","unstructured":"Prassad, S. and Tata, J. (1995), \u201cEffectiveness of TQM programs: influence of production systems and culture\u201d, 1995 Proceedings of the Decision Sciences Institute, Vol. 3, pp. 1657\u20109."},{"key":"key2022031420164099700_b17","doi-asserted-by":"crossref","unstructured":"Reed, R., Lemak, D.J. and Montgomery, J.C. (1996), \u201cBeyond process: TQM content and firm performance\u201d, Academy of Management Review, Vol. 21 No. 1, pp. 173\u2010202.","DOI":"10.5465\/amr.1996.9602161569"},{"key":"key2022031420164099700_b18","doi-asserted-by":"crossref","unstructured":"Sitkin, S.B., Sutcliffe, K.M. and Schroeder, R.G. (1994), \u201cDistinguishing control from learning in total quality management: a contingency perspective\u201d, Academy of Management Review, Vol. 19 No. 3, pp. 537\u201064.","DOI":"10.5465\/amr.1994.9412271813"},{"key":"key2022031420164099700_b19","doi-asserted-by":"crossref","unstructured":"Smith, S., Tranfield, D., Foster, M. and Whittle S. 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