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A way of initiating and sustaining the implementation of total quality management (TQM) by exploiting the widely adopted manufacturing resource planning (MRP II) is presented. A detailed analysis of MRP II software has found that they have a number of inherent features that can be further extended to organizational performance including operations efficiency, responsiveness, company‐wide problem‐solving capability and product quality. This paper contributes in the development of a model for the MRP II with the incorporation of mechanisms to initiate a culture change in the organization towards TQM. In the adaptation of MRP II to guide the implementation of TQM, a structural analysis technique was proposed to help develop a model and methodology for the integration. In the structural analysis, an IDEF model of a “reference” company structure was created to illustrate and describe the integration. The reference company, which is a lamp manufacturer, is used to illustrate the systematic implementation of the TQM philosophy through adaptation of the MRP II software. The study demonstrates that MRP II can be adapted to provide the drive for effective implementation of TQM for productivity and profits.

After direct elections were instituted in Hong Kong and the sovereignty was transferred from Britain to China, politicization inevitably followed democratization. The purpose of this paper is to evaluate the pro-democratic political parties’ politics in Hong Kong in recent history.

The research was conducted through a historical comparative analysis, within the context of Hong Kong after the sovereignty handover and the interim period of crucial democratization.

With the implementation of “One country, Two systems,” political democratization was hindered in Hong Kong’s transformation. The democratic forces have no alternative but to seek more radicalized politics, which has caused a decisive and ineluctable fragmentation of the local political parties.

This paper explores and evaluates the political history of the Hong Kong Special Administrative Region under “One country, Two systems” and the ways in which the limited democratization hinders the progress of Hong Kong’s transformation.