Towards a Theory of Performance Attribution in Bandwagon.

The paper explores how performance results in cross-sectional research into new systems/practices adoption may be influenced by different causation mechanisms The paper’s theory is grounded in an analysis of empirical research that explore Quality Management System Certification to ISO 9000 Standards. The paper defines a ‘causal quality improvement model’ and a series of propositions that are then used to test the validity of the causal paths. The analysis then deduces three underlying mechanisms that can attribute performance to Quality Management Systems. A theory is then developed that can explain how the mechanisms influence and can confound research results through the life cycle of the adoption of new management bandwagon. For researchers the findings illustrate the dangers in any inference of causality. Although tentative the theory contributes to an understanding of the complexities of performance attribution in the adoption of new systems and practices.