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The purpose of this paper is to investigate the best supply chain management (SCM) practices that are implemented in medium- and large-sized Gulf manufacturing firms (MFs).

This study has explored seven SCM practices, i.e. supplier collaboration, flexibility with partners, usage of internet, customer focus (CF), lean production (LP), internal integration (II) and quality management (QM). It assumes that the best-performing firms must be the ones implementing the best practices. t-test and multiple linear regression analyses were used to establish the best practices, implemented by medium and large-sized Gulf MFs.

The results showed that QM, CF and supplier collaboration are considered as best SCM practices in Gulf MFs. Usage of internet may have been the best practice previously, but not anymore. LP cannot yet be qualified as, but may develop into the best SCM practice.

The study provides a useful contribution to the field of best SCM practices as it provides better decision-making insights and a benchmarking base to top managers, policy makers and academics. It is likely to result in increased overall performance of their firms.

The study provides an understanding of the distinctive characteristics of the best SCM practices, implemented by Gulf MFs. It has broader implications for all MFs, particularly in developing economies where the growth of manufacturing and effective management of their supply chains is a key element for the economic development.

The purpose of this paper is to examine the effect of social capital on the adoption of best crop management practices and testified the mediatory role of learning in the relationship between social capital and the adoption of best crop management practices. Then the authors examined the role of education as the moderator of the interrelations between social capital, learning and the adoption of crop management practices.

Based on a survey of 317 small farmers from three districts of Southern Punjab, the authors used structural equation modeling and bootstrapping to test these relationships.

The study confirms that bonding social capital and bridging social capital are positively related to the adoption of best crop management practices. Moreover, the authors empirically demonstrate that exploitative and explorative learning act as the parallel mediators between social capital and the adoption of best crop management practices.

By focusing on building social capital and maintaining meaningful interactions with the social networks, the small farmers can improve their existing methods and practices of managing the existing varieties of crops.

The extant literature has highlighted, but usually not explored, the imperative interrelations between social capital, learning and the adoption of best crop management practices. The authors provide empirical evidence about these relationships.

The purpose of this paper is to identify the best practices in the green operations strategy of hospitals.

A total of 25 cases from all over the world were investigated. The source of data was the annual sustainability reports that were retrieved from Global Reporting Initiative (GRI) database. The present research adopted the benchmarking method and the quantitative content analysis of sustainability reports. Then, the indicative models of best practices were developed by using two analysis approaches; within cluster analysis and across clusters analysis.

This study found four major taxonomies of green operation strategy in hospitals. The significant strategic groups were resources/waste management; electrical power management; non-hazardous waste management; and emissions/resources management. Indicative models for the relationship between actions and key green performance indicators were developed in the two stages of the analysis.

The best practices of green operations strategies in hospitals have not so far been investigated. Countries around the world should obey the new regulations for their environmental footprint; if they do, it will exert pressure on all sectors and organizations at all levels to take immediate steps to measure and improve their environmental performance.

The purpose of this paper is to investigate the quality of management practices of public hospitals in the Australian healthcare system, specifically those in the state-managed health systems of Queensland and New South Wales (NSW). Further, the authors assess the management practices of Queensland and NSW public hospitals jointly and globally benchmark against those in the health systems of seven other countries, namely, USA, UK, Sweden, France, Germany, Italy and Canada.

In this study, the authors adapt the unique and globally deployed Bloom et al. (2009) survey instrument that uses a “double blind, double scored” methodology and an interview-based scoring grid to measure and internationally benchmark the management practices in Queensland and NSW public hospitals based on 21 management dimensions across four broad areas of management – operations, performance monitoring, targets and people management.

The findings reveal the areas of strength and potential areas of improvement in the Queensland and NSW Health hospital management practices when compared with public hospitals in seven countries, namely, USA, UK, Sweden, France, Germany, Italy and Canada. Together, Queensland and NSW Health hospitals perform best in operations management followed by performance monitoring. While target management presents scope for improvement, people management is the sphere where these Australian hospitals lag the most.

This paper is of interest to both hospital administrators and health care policy-makers aiming to lift management quality at the hospital level as well as at the institutional level, as a vehicle to consistently deliver sustainable high-quality health services.

This study provides the first internationally comparable robust measure of management capability in Australian public hospitals, where hospitals are run independently by the state-run healthcare systems. Additionally, this research study contributes to the empirical evidence base on the quality of management practices in the Australian public healthcare systems of Queensland and NSW.

The purpose of this paper is to investigate the determinants of best management practices in an Australian state-run healthcare system, namely New South Wales (NSW), and studies the impact of a range of hospital factors in driving best management practices as a means of enhancing healthcare delivery.

This study adapts a unique survey instrument globally tested to quantify the multi-dimensional nature of hospital management practices in 42 acute care public hospitals of NSW. The authors then analysed the role of hospital-specific characteristics in driving best management practices, namely hospital size (measured by the number of hospital beds, employees and doctors), level of skill and education, degree of hospital manager autonomy and organisational hierarchy.

The findings of this study show the areas of strength and potential areas of improvement in NSW hospitals. The authors find a positive association between the adoption of better management practices and hospital size (measured by the number of hospital beds and employees), level of skills and education, degree of hospital manager autonomy and organisational hierarchy. However, hospital size as measured by the number of doctors did not have a statistically significant relationship.

This paper is of interest to both hospital administrators, clinical doctors and healthcare policy-makers who want to improve and develop strategies for better management in the healthcare sector.

This study provides an internationally comparable robust measure of management capability in public hospitals, and contributes to the evidence-base of management practices and performance in hospitals.

The purpose of this paper is to explore whether there are some existing widespread and common models and definitions for organizational change best practice in the literature.

This paper builds on previous research to define a model of evidence‐based change management base practice. A structured literature review is used to search for contemporary models and definitions of organizational change best practice.

No consistent definitions of organizational change best practice are to be found in the literature.

The paper provides a snapshot of the current literature on organizational change best practice. Implications of the findings on organizational change best practice are discussed and further research suggested.

Examines the role and influence of management systems, practices and behaviour in successful manufacturing strategy, based on the development of manufacturing strategy into a comprehensive concept which contains three paradigms: manufacturing as a source of competitive advantage, that the choices of manufacturing processes and other related characteristics are contingent on one another, and there is a relationship between best practice and performance. The study employed a survey of 46 Japanese factories in the machinery, electronics and automotive industries, with 26 people in each factory. The factories were examined on how closely they used “best practices” management. In addition, factor analysis, cluster analysis, t‐tests on differences between the groups and correlations among clusters, practices and performance were conducted. The results supported the study’s three hypotheses: factories report different levels of use of the best practices; best practices are linked into certain sets of practices; and the use of best practices is related to performance. The discussion and conclusions address these findings and are used to offer support for Voss’s recent claim that manufacturing strategy should be considered “a continuous loop” among the three paradigms of manufacturing strategy.

The purpose of the paper is to explore the practices with logistics performance management in two textiles supply chains, and to identify the related best practices and barriers.

The method is a multiple case study of two textiles supply chains with a special focus on the rarely addressed interface between the manufacturer and the retail chain. The retail chains represent one large, global retail chain and one Nordic, comparably smaller retail chain. This paper is primarily empirical and describes practices for logistics performance management. The analysis discusses and explains best practices and barriers for logistics performance managements in textiles supply chains.

Differences were identified regarding practices, priorities and collaboration in the logistics performance management process. No textiles industry-specific practices were found. A way of exchanging action plans between the actors is an interesting best practice, which enables improvement projects even with long geographical distances. Barriers in the shape of difficulties in creating a collaborative culture were found; however, IT support seems no longer to be a barrier.

Two cases are explored, why a broader study is necessary to confirm the results. The best practices and barriers identified are similar to those known from manufacturing companies.

The detailed descriptions of logistics performance management practices can provide insights for practitioners. Even if the studied supply chains are important for the respective actors, there is a potential for increased effectiveness in textiles supply chains.

Supply chains for textiles products “starting at a manufacturer and ending in a retail chain” seem to be an unchartered territory and not many studies have been performed.

The purpose of this paper is to comparatively analyse the best human resource management (HRM) practices in the hotel sector of Samoa and Tonga.

This study examined best HRM practices used by the hotel sector of Samoa and Tonga by using self-administered questionnaires. Self-administered questionnaires were distributed to 73 hotels in Samoa and 66 hotels in Tonga. Out of the 73 self-administered questionnaires that were distributed in Samoa, 58 usable questionnaires were returned resulting in a response rate of 79 per cent. In the case of Tonga, out of the 66 self-administered questionnaires were distributed, 51 usable questionnaires were returned resulting in a response rate of 77 per cent.

The findings of this study show that there are 28 best HRM practices in Samoa and 15 best HRM practices in Tonga. This study also found that best HRM practices differ based on differences in internal and external environmental factors present in different geographical areas. The findings of this paper support the assumptions of the Contextual Paradigm of HRM and strategic human resource management.

This study is based on a single sector of Samoa and Tonga. A single sector study limits the generalisations that can be made across different sectors in Samoa and Tonga.

Human resource managers should incorporate cultural, political, legal, economic and social factors in HRM practices.

None of the existing studies have examined best HRM practices used by the hotel sector of Samoa and Tonga. This study is a pioneering study that comparatively analyses the best HRM practices used by the hotel sector of Samoa and Tonga.

Prior research on managing communities of practice (CoP) has not investigated top management's involvement in detail. The purpose of this paper is to present three detailed and successful mechanisms through which top management contributes to the guidance of CoPs.

The paper presents an investigation of 47 CoPs conducted in several organizations. Data collection was achieved using a qualitative questionnaire, followed by in‐depth interviews with leaders of CoPs.

This study explored three mechanisms used by sponsors to successfully guide CoPs. More specifically, the findings highlight a set of operational means used by top management – via sponsors – to supervise and facilitate best practice development and sharing within CoPs.

The CoPs should be examined by means of an ethnological approach, thus interacting with many members of the same CoP to gain an in‐depth understanding of each mechanism's significance for the sponsorship's success. There is also a need to further explore how the three sponsorship mechanisms are interrelated.

Through numerous examples extracted from different multinational organizations, this paper offers clear guidelines for top managers on how to improve their support to CoPs in their organization.