Social power for compliance of middle managers and front-line workers with quality improvement policies

Journal of Management Development

Volumn 15, Issue 9, 1996, Pages 13-17

  Lam, Simon S k ^a  

^a UNIVERSITY OF HONG KONG   (Hong Kong)

Author keywords

Employees; Hong Kong; Managers; Quality management

Indexed keywords

EID: 84986172633     PISSN: 02621711     EISSN: None     Source Type: Journal    
DOI: 10.1108/02621719610146220     Document Type: Article

References (10)

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2. Juran, J.M., Quality Control Handbook, McGraw-Hill, New York, NY, 1979.
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4. Ishikawa, K., Guide to Quality Control, Asia Productivity Organization, Tokyo, 1972.
5. Lawton, R.L., “Creating a customer-centred culture for service quality”, Quality Progress, Vol. 22, 1989, pp. 34-6.
6. Ahmad, K., Venetta, J.M. and Nael, A.A., “Concepts and attributes of total quality management”, Total Quality Management, Vol. 2 No. 2, 1991, pp. 75-97.
7. Gitlow, H.S. and Alan, R.O., Tools and Methods for the Implementation of Quality, Irwin, Boston, MA, 1989.
8. French, J.R.P. and Raven, B., “The bases of social power”, in Cartwright D. and Zander, A. (Eds), Studies in Social Power, University of Michigan Press, MI, 1959.
9. Raven, B. and Haley, R.W., “Social influence and compliance”, in Eiser, R.J. (Ed.), Social Psychology and Behavioral Medicine, John Wiley, New York, NY, 1982.
10. Carson, P.P., Carson, K. and Roe, C.W., “Social power bases: a meta-analytic examination of interrelationships and outcomes”, Journal of Applied Social Psychology, Vol. 23, 1993, pp. 1150-69.