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The implementation of quality programmes often leads to major change within an organization. However, the nature and causes of such change are not yet understood. There is need for much more research to help determine how to implement and manage major change. Traces the development and evolution of the quality management paradigm, including the resistance of the academic community to it. This evolution was not typical of a traditional organizational research issue in two ways. First, quality programme research occurred outside areas familiar to the organizational behaviour researcher. Second, pressure was exerted by the business community to influence the business school curricula to include quality management. Research on quality management was inhibited by the major paradigmatic shift required within organizations to implement quality programmes. Lack of commonly understood definitions of quality programmes has hindered research by organizational behaviour researchers. However, by relating, even redefining, quality management as a form of organizational change, seeks to encourage organizational behaviour professionals to add their own research to this exciting field. Three subject areas, addressed in five articles in this issue, serve as examples. They include quality as a strategic choice, the team concept, and implementation of quality programmes.

This special issue of Personnel Review on “Quality and the Individual” is very different in style from the editor‐generated issues of this journal, but it has been designed for a very particular purpose. In the rush towards the achievement of high levels of “quality” among organizations, however this is manifested, the effects on the individual have largely gone unnoticed. We are all aware of the high rates of failure among quality management initiatives, and what is becoming clear is that successful organizations are harnessing the talents of individuals, whatever their status, to the quality cause from its very early stages.

Utilizes benchmarking as an effective and efficient way to manage the change process for quality transformation in schools. Originally conceptualized as competitive intelligence gathering, benchmarking can also be a vehicle for planned, orderly change. Discusses the practices of generic and strategic benchmarking with the importance of personalizing the change processes through matching teacher knowledge, skills and interests to their benchmarking assignments. Presents reasons as to why teachers resist change in general, and presents an adoption model which uses some of the TQM tools and techniques to facilitate whole‐school implementation of the quality principles.

Draws on the results of recent Surveys which highlight the need for clear vision and sustained top management commitment in culture change. Suggests that in order to gain the necessary skills, management should adopt more of the attitudes, approaches, tools and techniques that have transformed management performance in benchmark companies. Uses the case of Rank Xerox to illustrate how a quality culture might be created.

In the presence of “real effects” of disclosure in a production economy, this research aims to investigate the link between disclosure and cost of capital relating to different time periods: namely the post-disclosure cost of capital (the cost of capital subsequent to disclosure), the pre-disclosure cost of capital (the cost of capital for the period leading up to disclosure) and the overall cost of capital (the cost of capital across both periods). The author also extends the analysis to whether and how in the presence of a real effect of disclosure, investors' ex ante welfare might be affected.

This research is conducted via stylized models.

The author demonstrates that, first, in contrast to findings in a pure-exchange economy, in a production-based economy where disclosure affects firms' investment decisions, both the overall cost of capital and the investors' ex ante welfare can be affected by disclosure quality. As disclosure quality improves, the post-disclosure cost of capital may either increase or decrease, as may the pre-disclosure cost of capital. The change in the post-disclosure cost of capital is not fully offset by the change in the pre-disclosure cost of capital, and therefore the overall cost of capital can either increase or decrease. Second, a firm's profitability of existing and new production are critical factors in determining whether cost of capital increases or decreases with disclosure quality. The author characterizes conditions under which higher disclosure quality increases or decreases the disclosing firm's cost of capital over different time periods. Third, when disclosure affects interrelated firms' production decisions, the disclosing firm's overall cost of capital changes with disclosure quality, even when the marginal (unconditional) distribution of the disclosing firm's cash flow is not affected by the disclosure.

This research contributes to a largely unexplored but important area: the real effect of disclosure on the cost of capital.

Proposes that the improvement of an existing quality management system (QMS) through flexibility and innovation will increase product and service quality, which will in turn enhance and advance the organization’s business objective. Explores the “segmentalist” and “integrative” concepts within the context of construction firms. Findings from a research project suggest that these should be removed from or implemented into the organization where necessary. Believes that organizations must adopt the “integrative” approach which looks ahead into the challenges of the future rather than the “segmentalist” approach which is contented with past accomplishments. Suggests that a corporate renaissance must be created within the organization to take on these challenges and to implement change and innovation. It is therefore necessary to develop the humanistic factors and a “participatory management” environment. However, in so doing, the technical aspects are also of importance and should not be totally ignored. These are collectively the key elements to maintaining a quality management system effectively.

CEOs and quality practitioners are concerned about quality. Explores the reasons for this concern and examines what needs to be done. Presents and discusses the barriers to quality and quality priorities based upon the results of three questionnaire and interview surveys. Reveals that quality is but one of a number of changes that are occurring within large organizations. Quality begins in the boardroom, and the competence of directors and effectiveness of boards should not be assumed. The management of change requires top‐management commitment, and the articulation and communication of a clear vision and strategy. The focus of quality is shifting to attitudes, values, approaches and perspective, and the creation of quality networks embracing customers, suppliers and business partners.

The paper explores the potential problems which UK business support organizations may encounter when introducing the Business Excellence Model (BEM). Many of these problems result from the negative attitudes engendered by experience of past programs of change. A business support organization which was about to introduce the BEM was the site used to collect empirical data by means of participant‐observation and interview methods on the issue of implementing quality standards procedures. Conclusions are drawn as to the difficulties which business support organization managers are likely to encounter when introducing the BEM.

Introducing quality assurance programmes means change. The author examines what may have to change and suggests a change strategy based on the idea of an equation. He points out how the World Health Organisation is supportive of Quality Assurance.

The purpose of the paper is to examine commitment to quality assurance within health authorities.

The paper discusses approaches to achieving the requisite changes, including what to change and how to increase readiness for change; motives for change, where to start and prerequisites for change.

The paper finds that health authorities have a tendency to look at quality assurance as a professional luxury which deals with the subtleties of care rather than with its essence and that a strategy for change is needed.

The paper provides useful information on the development of quality assurance in health care.