Support-Deming manegement theory

Journal of Quality Management
6 (2001) 371 – 400 www.journalofqualitymanagement.com In support of the assumptions at the foundation of Deming’s management theory
Steven Hillmer*, Dennis Karney
University of Kansas, Summerfield Hall, 1300 Sunnyside Drive, Lawrence, KS 66045-2003, USA
Received 1 January 2001; received in revised form 1 April 2001; accepted 1 July 2001

Abstract
Hillmer and Karney [J. Qual. Manage. 2 (1997) 171.] have formulated 15 axioms as a basis of
Deming’s theory of management and utilized these axioms to derive Deming’s 14 points. This paper makes a case for the feasibility of the theory, which is based on these axioms, by articulating how the axioms are consistent with existing theories, known research results, empirical evidence, and observed phenomena. Establishing these links addresses the fit of Deming’s theory with observation to increase the confidence of managers, scholars, and researchers in its relevance, in its predictive ability, in its conclusions, and in its usefulness as a guide for decision making. Further, such a case helps clarify the issues in the paradigm debate about the practicality and usefulness of Deming’s theory for managing an organization. D 2001 Elsevier Science Inc. All rights reserved.
Keywords: Deming’s management theory; Intrinsic motivation; Learning organizations; Management axioms;
Psychology

1. Introduction
W. Edwards Deming’s substantive influence upon management thinking and practice is evidenced by the number of organizations that have worked to implement his key points, by the abundance of books and papers related to his ideas, by the tens of thousands of managers who attended his 4-day management seminars while he was alive and by the impact of his ideas on both the practice of business today and the results many businesses have achieved.
* Corresponding author. Tel.: [phone].
E-mail address: [e-mail] (S. Hillmer).
1084-8568/01/$ – see front matter D 2001

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