This article presents a research framework that understands any management innovation, such as total quality management (TQM), as discursive knowledge that can have certain power effects. It may transform individuals into subjects that secure some sense of their own meaning and identity through participating either as managers or employees in the practices the knowledge embraces. But TQM can also have the opposite effect, resulting in subjects resisting or distancing themselves from, rather than embracing, the discourse. The paper reviews three interpretations of TQM, which are described as rational managerialist, critical control, and processual. It critiques each of these approaches so as to offer an alternative way of understanding TQM, which would also have application to a wide variety of other innovations. In short, it attempts to build upon earlier approaches in the anticipation that we might move beyond our present understanding of innovations such as TQM.