ABSTRACT
Quality circles (QCs) are rapidly becoming commonplace in American business organizations; during the past decade, the number of firms using QCs has grown from a few to hundreds. As an intervention, the QC touches on many important organizational issues, such as problem solving, group attractiveness, and organizational change. Because of this, QCs provide excellent opportunities to investigate the phenomenon of the circles themselves—which currently hold great interest for managers—while simultaneously examining fundamental aspects of the organi-zations.
