Towards a Theory of Performance Attribution in Bandwagon.

Dick, Gavin P.M. (2005) Towards a Theory of Performance Attribution in Bandwagon. In: Proceedings British Academy of Management Conference 2005. British Academy of Management, London (Full text available)

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Abstract

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.

Item Type: Conference or workshop item (Paper)
Uncontrolled keywords: Causation, ISO 9000, Business Benefits, Theory
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Faculties > Social Sciences > Kent Business School > Business process/operations
Depositing User: Gavin Dick
Date Deposited: 09 Jan 2014 15:42 UTC
Last Modified: 10 Jul 2014 10:44 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/37767 (The current URI for this page, for reference purposes)
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