Managerial information behaviour: Relationships among Total Quality Management orientation, information use environments, and managerial roles

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.

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