The unprecedented rapidity with which quality circle principles and techniques have caught on in U.S. and European industry belies the fact that a dearth of evaluation research exists documenting quality circle program outcomes. A review of the available studies constituting this literature revealed that this research has frequently been susceptible to a common set of methodological deficiencies. However, even the results of well-designed quality circle evaluation studies may be misleading if relevant organizational circumstances are not given due consideration when a change agent selects quality circles from his or her repertoire of organizational development (OD) interventions. The effectiveness of quality circles, and for that matter organizational intervention procedures in general, depends upon the compatibility of the intervention and attributes of the organization's situation, the demand placed upon tangible and intangible resources, and the type of response desired from participants.
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