title: Implementation of total quality management: conventional wisdom versus reality.
abstract: Hospitals nationwide are beginning to implement continuous quality improvement (CQI) (Barsness et al. 1993; Kosta 1992). In large part this is due to the belief that the implementation of CQI will lead to higher quality patient care, improved patient satisfaction, better employee morale, and lower cost service delivery. However, to date there have been few empirical studies of CQI implementation efforts in healthcare (Shortell et al. 1994).
authors.affiliation: Graduate School of Business Administration, University of Colorado, Denver 80217, USA.
authors.forename: H
authors.initials: H
authors.lastname: Boerstler
authors.forename: R W
authors.initials: RW
authors.lastname: Foster
authors.forename: E J
authors.initials: EJ
authors.lastname: O'Connor
authors.forename: J L
authors.initials: JL
authors.lastname: O'Brien
authors.forename: S M
authors.initials: SM
authors.lastname: Shortell
authors.forename: J M
authors.initials: JM
authors.lastname: Carman
authors.forename: E F
authors.initials: EF
authors.lastname: Hughes
mesh_terms: D016542:Chief Executive Officers, Hospital; D003625:Data Collection; D006075:Governing Board; D006302:Health Services Research / Q000379:methods; D006739:Hospital Administration / Q000592:standards*; D007318:Inservice Training; D007588:Job Satisfaction; D007591:Joint Commission on Accreditation of Healthcare Organizations; D007857:Leadership; D008332:Management Quality Circles; D017060:Patient Satisfaction; D017749:Total Quality Management / Q000379:methods* / Q000458:organization & administration; D014481:United States