Organizational change through quality deposits

This article sets out the argument that despite the perceived relative lack of success with Total Quality Management, some things have actually been learned and some changes have been made in the organizational processes, systems, and culture by those involved. The key question examined in the article is how this learning and these changes, as a form of quality deposits, can be retained within the organization so that they actually build up over time and eventually make the organization ripe for major improvement change. The article sets out positive arguments for this, although it is pointed out that more research is still needed. It is also hypothesized that this is probably the most likely way in which change actually happens within large complex organizations.