CAROLINE SIMARD* & RONALD E. RICE**

*Center for Social Innovation, Stanford, CA, USA, **University of California, Santa Barbara, CA, USA

ABSTRACT

This paper integrates disparate literatures to develop a summary model that proposes how different orientations (control or learning) toward a major organizational change effort, Total Quality Management, will generate different managerial information use environments, will require different managerial roles, and will thus involve different managerial information behaviours, in order to foster successful TQM implementation.

KEY WORDS: Organizational learning, organizational control, managerial information seeking, managerial roles, information use environments

To link to this article: https://doi.org/10.1080/14783360500249620