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Article
Publication date: 20 February 2007

Zhang Yunsheng, Zeng Deming, Zhang Lifei and Lucy Yang Lu

With the clarification of three effective methods (share holding, decision participation and promotion of technical grade) to govern R&D teams in software enterprises, the…

Abstract

Purpose

With the clarification of three effective methods (share holding, decision participation and promotion of technical grade) to govern R&D teams in software enterprises, the purpose of this paper is to provide an empirical investigation of the application of these methods in Chinese software enterprises.

Design/methodology/approach

The research is based on a quantitative approach with 34 items designed in the questionnaire to measure the indicators. All items were rated by respondents on a five‐point Likert‐type scale. In order to testify the validity of the three methods of R&D team governance, a correlation analysis and a linear regression were made to examine the relationship between these methods of R&D team governance and R&D performance.

Findings

The evidence shows that decision participation and promotion of technical grades are the two most effective methods to govern R&D teams in Chinese software enterprises, while share holding is not conducive to R&D performance. The share holding level of R&D staffs is fairly low; even “no share.” What is more important is that many software enterprises regard it as a welfare institution but not an incentive method. Therefore, the shareholding mechanism cannot enhance R&D performance. In addition, relevant regulations have not been established completely. There are many deficiencies in the process of intellectual property management of Chinese enterprises. These factors have hindered the effective performance of R&D staff.

Practical implications

The research findings emphasize the importance of governance of R&D teams in the Chinese software industry and highlight the critical issues that need to be addressed in order to enhance the performance of R&D staff.

Originality/value

The concept of R&D team governance is examined and elaborated within the context of China, which points to the need of developing new direction of R&D team management.

Details

Journal of Technology Management in China, vol. 2 no. 1
Type: Research Article
ISSN: 1746-8779

Keywords

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Article
Publication date: 6 July 2010

Liqin Ren, Deming Zeng and Koos Krabbendam

The purpose of this paper is to report a recent technological innovation investigation to the Chinese enterprises with different ownerships. The goal of this research is…

Abstract

Purpose

The purpose of this paper is to report a recent technological innovation investigation to the Chinese enterprises with different ownerships. The goal of this research is to discuss whether there are innovation mechanisms in place, and to test the influence of the innovation mechanisms and the government policies to the Chinese enterprises' innovation performance.

Design/methodology/approach

The investigation and analyses are based on a survey to the firms (n=42) from different sectors in central China, for which a research framework and analytical model of firm‐level innovation in China was developed.

Findings

The paper finds that the innovation mechanisms in the Chinese firms are to a certain extent in place, and the market factor has become the driving force for the enterprises' innovation. By using the pooled‐variance t‐test for comparing means, the authors further tested that innovation mechanisms and the government innovation policies have positive influences on the innovation performance of the Chinese enterprises.

Originality/value

The first‐hand technological innovation situation of the Chinese firms are evaluated by the relevant firm leaders (insiders) and analyzed by a Western research team (outsiders), which is of great significance to the Western academic and practitioners.

Details

Journal of Knowledge-based Innovation in China, vol. 2 no. 2
Type: Research Article
ISSN: 1756-1418

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Article
Publication date: 16 August 2013

Yejing Wang, Deming Zeng, C. Anthony Di Benedetto and Michael Song

Recent studies have conceptualized market orientation into two distinct components, responsive and proactive market orientation. The purpose of this paper is to examine…

Abstract

Purpose

Recent studies have conceptualized market orientation into two distinct components, responsive and proactive market orientation. The purpose of this paper is to examine the environmental antecedents that lead to the adoption of a responsive or proactive market orientation.

Design/methodology/approach

Drawing upon the market orientation literatures, and using theory derived from environment strategy research as a starting point, a conceptual model is developed in which environmental factors are antecedent variables influencing the responsive and proactive market orientation. To test the conceptual model, data were collected from 308 companies across a wide range of industries.

Findings

The results show that responsive market orientation is positively related to market turbulence, technological turbulence and competitive intensity. On the contrary, proactive market orientation is negatively related to market turbulence, technological turbulence, and competitive intensity.

Originality/value

The paper makes a theoretical contribution in that it extends the market orientation literature and examines what environmental antecedents affect responsive and proactive market orientation. The paper also makes some managerial recommendations.

Details

Journal of Business & Industrial Marketing, vol. 28 no. 7
Type: Research Article
ISSN: 0885-8624

Keywords

Content available

Abstract

Details

Journal of Knowledge-based Innovation in China, vol. 2 no. 2
Type: Research Article
ISSN: 1756-1418

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Article
Publication date: 8 October 2018

Oksana Koval, Stephen Nabareseh, Felicita Chromjakova and Robert Marciniak

To achieve higher customer satisfaction (CS), companies implement continuous improvement (CI) programs, regardless of the growing evidence of their failure to achieve…

Abstract

Purpose

To achieve higher customer satisfaction (CS), companies implement continuous improvement (CI) programs, regardless of the growing evidence of their failure to achieve declared goals. The purpose of this paper is twofold: first, to identify whether companies are able to improve CS through the application of CI; and, second, to identify what organizational practices are able to facilitate the impact of CI on CS.

Design/methodology/approach

To test the developed assumptions, the study uses the structural equation modeling technique. The data for analysis were collected from 304 service companies via a custom web-survey.

Findings

The research confirms the direct positive impact of CI on CS. Further, the study demonstrates that management commitment and rewards system that encourages employees to participate in CI play the major facilitating role in improving CS through CI. These practices accompanied by quality-oriented culture and employee training in the improvement tools provide necessary infrastructure to sustain CI in the companies over time. Additionally, regardless of the vital role of goal setting for CI established in previous research, the proposed study finds a limited ability of goal setting, as compared to other organizational practices, to facilitate CI–CS relationship.

Originality/value

The study contributes to the scarce field of research on CI implementation in the services environment. Further, the research assesses CS as a variable of interest, as opposite to the previous studies, considering CS as a part of the composite variable. The research assesses the impact of the training in CI methodology on the CI–CS relationship, while previous research focuses on the general, work-related training. The findings provide an important basis for further academic work in the area of quality management. The identified practices can serve as guidance for managers, implementing CI in their companies due to the high fit of the proposed model.

Details

The TQM Journal, vol. 30 no. 6
Type: Research Article
ISSN: 1754-2731

Keywords

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Article
Publication date: 23 April 2020

Oksana Lentjušenkova and Inga Lapiņa

Nowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the…

Abstract

Purpose

Nowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.

Design/methodology/approach

The developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.

Findings

Elaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.

Research limitations/implications

The approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.

Originality/value

In previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.

Details

Business Process Management Journal, vol. 26 no. 7
Type: Research Article
ISSN: 1463-7154

Keywords

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Article
Publication date: 13 December 2019

Qinqin Zeng, Wouter Beelaerts van Blokland, Sicco Santema and Gabriel Lodewijks

The purpose of this paper is to develop an approach to measuring the performance of motor vehicle manufacturers (MVMs) from economic and environmental (E&E) perspectives.

Abstract

Purpose

The purpose of this paper is to develop an approach to measuring the performance of motor vehicle manufacturers (MVMs) from economic and environmental (E&E) perspectives.

Design/methodology/approach

Eight measures are identified for benchmarking the performance from E&E perspectives. A new company performance index IMVM is constructed to quantitatively generate the historical data of MVMs’ company performance. Autoregressive integrated moving average (ARIMA) models are built to generate the forecast data of the IMVM. The minimum Akaike information criteria value is used to identify the model of the best fit. Forecast accuracy of the ARIMA models is tested by the mean absolute percentage error.

Findings

The construction of the index IMVM is benchmarked against three frameworks by six benchmark metrics. The IMVM satisfies all of its applicable metrics while the three frameworks are incapable to satisfy their applicable metrics. Out of 15, 4 MVMs are excluded for benchmarking future performance due to their non-stationary time series data. Based on the forecast IMVM data, GM is the best performer among the 15 samples in the FY2018.

Originality/value

This research highlights the environmental perspective during vehicles’ production. The development of this approach is based on publicly available data and transparent about the methods it used. The data out of the approach can benefit stakeholders with insights by benchmarking the historical performance of MVMs as well as their future performance.

Details

Benchmarking: An International Journal, vol. 27 no. 3
Type: Research Article
ISSN: 1463-5771

Keywords

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Article
Publication date: 5 September 2019

Svetoslav Georgiev and Seiichi Ohtaki

The purpose of this paper is to address a perennial question regarding the importance of soft total quality management (TQM) as part of the TQM implementation process – a…

Abstract

Purpose

The purpose of this paper is to address a perennial question regarding the importance of soft total quality management (TQM) as part of the TQM implementation process – a topic that has been significantly understudied. Specifically, the authors address previous calls in the literature for stressing the soft aspects of TQM and for drawing a critical success factor (CSF) list that is formulated on the basis of empirical research instead of theory.

Design/methodology/approach

This is a comparative qualitative case study of three manufacturing SMEs combining empirical data from in-depth, semi-structured interviews with a large variety of stakeholders – from top managers to shop-floor workers, site visits and observations.

Findings

The study identifies 12 soft CSFs, and while most of these factors have been well-documented in the literature (e.g. top management involvement and leadership), the authors show evidence for the existence of other soft constructs that have not been considered or have been given little importance previously (i.e. middle management involvement and support, reward and recognition, CSR focus).

Research limitations/implications

The study fills two major gaps in the (T)QM literature. First, it enriches the understanding of TQM implementation among Japanese SMEs. Second, it addresses the importance of soft TQM as part of the TQM implementation process.

Practical implications

This paper provides company owners and managers with valuable knowledge that may assist their organisations in the pursuit of business excellence including higher product quality and employee satisfaction.

Originality/value

To the authors’ knowledge, this is the first (international) study to investigate TQM implementation within the context of Japanese SMEs.

Details

Benchmarking: An International Journal, vol. 27 no. 2
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 2 September 2019

Panos T. Chountalas and Athanasios G. Lagodimos

Despite its popularity, business process management (BPM) is not unequivocally defined, but obtains different forms with varying specifications. This paper presents a…

Abstract

Purpose

Despite its popularity, business process management (BPM) is not unequivocally defined, but obtains different forms with varying specifications. This paper presents a critical overview of BPM, as it appears within four dominant management paradigms: total quality management, standardized management systems, business process reengineering and Six Sigma. The purpose of this paper is to explore BPM specifications and compare the BPM implementation potential under each paradigm.

Design/methodology/approach

This is based on the analysis of a large number of highly cited scholarly publications. In order to identify the nature of BPM within each paradigm, a common framework for comparison is first established and then, for each paradigm, BPM is analyzed according to the main parameters of this framework.

Findings

Many differences among various BPM forms are paradigm driven. So, the approach adopted by each paradigm (i.e. individual-process or systemic approach) affects the scope and role of BPM. The principles of each paradigm directly affect the attributes assigned to BPM. Despite of important differences, the structure of BPM within all paradigms conforms to the stages of the classical BPM lifecycle. However, each paradigm assigns different weights to each stage and also displays different levels of BPM implementability.

Originality/value

The paper presents a first systematic comparison of BPM specifications for the dominant management paradigms primarily deployed. It thus explains why many attributes originating from the paradigms have crept into the general BPM specifications. This work can be considered as a step toward defining the core attributes of a paradigm-independent BPM model, thus enhancing its application scope as an invaluable management tool.

Details

Business Process Management Journal, vol. 25 no. 5
Type: Research Article
ISSN: 1463-7154

Keywords

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Article
Publication date: 3 September 2018

Bilal Ahmad Khan and Hummayoun Naeem

The purpose of this paper is to present a new conceptual framework for service organizations to achieve sustainable business performance through strategic quality…

Abstract

Purpose

The purpose of this paper is to present a new conceptual framework for service organizations to achieve sustainable business performance through strategic quality orientation and innovation capabilities on the basis of relevant literature review and integration of various innovation and business sustainability theories and models. The study tests if the strategic quality orientation enhances innovation capabilities in terms of exploitation and explorative innovation, which, in turn, can lead to sustainable business growth. Mediating impact of innovation capabilities between strategic quality orientation and sustainable business growth relationship is also examined.

Design/methodology/approach

A conceptual framework was developed to test and establish these relationships. Results were analyzed based on 442 questionnaires collected from five different service industries of Pakistan, and the structural equation modeling technique was used to empirically test the conceptual framework.

Findings

The results indicate that strategic quality orientation directly affects innovation capabilities and sustainable business growth and also indirectly impacts sustainable business growth through its effect on innovation capabilities.

Practical implications

The study suggests service organizations can jointly implement quality and innovation using a structured approach, with strategic quality orientation as the foundation. In this way, they can leverage from their strategic quality management, supplier relationship, corporate quality culture, continual improvement and people management in order to ensure innovation and sustainability in their business growth.

Originality/value

The study integrates strategic quality orientation and innovation capabilities, and validates a new organizational framework through empirical examination which can be used by service organizations to ensure their sustainable business growth.

Details

International Journal of Quality & Reliability Management, vol. 35 no. 8
Type: Research Article
ISSN: 0265-671X

Keywords

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