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Article
Publication date: 1 December 2003

Pavel Castka, John M. Sharp and Christopher J. Bamber

This paper discusses the essential factors in teamwork development, which has been identified through action research conducted in co‐operation with UK based industries…

Abstract

This paper discusses the essential factors in teamwork development, which has been identified through action research conducted in co‐operation with UK based industries. The authors advocate how to draw on these factors for assessment of teamwork performance of organizations. Hence, the TEaM (teamwork excellence modified) model, a self‐assessment tool based on the EFQM framework is presented and discussed. This model incorporates both tangible and intangible elements of teamwork performance and provides the framework for assessment of different teams inside and/or outside of the organization.

Details

Measuring Business Excellence, vol. 7 no. 4
Type: Research Article
ISSN: 1368-3047

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Article
Publication date: 1 June 1997

Zahir Irani, John M. Sharp and Mike Kagioglou

In today’s competitive environment, global competition has forced many companies to seek ways in which to improve their manufacturing performance. Describes a case study…

Abstract

In today’s competitive environment, global competition has forced many companies to seek ways in which to improve their manufacturing performance. Describes a case study of a small/medium subcontract jobbing shop situated in the industrial heart of North West England, and explains how, despite considerable setbacks and hardship, the company managed to develop, integrate and sustain a number of key enablers into their corporate culture. Describes the organizational culture within which an approach to leadership, continuous improvement, innovation and employee development has allowed the entire workforce to continue their quest for total quality. Concludes by describing how these key enablers have considerably improved the organization’s performance and contributed towards its success and growth, resulting in a positive proactive culture based on best practices.

Details

The TQM Magazine, vol. 9 no. 3
Type: Research Article
ISSN: 0954-478X

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Article
Publication date: 1 August 2004

Michaela A. Balzarova, Christopher J. Bamber, Sharon McCambridge and John M. Sharp

This paper explores the implementation of a process‐based management system within a service organisation that has recently achieved certification of its quality…

Abstract

This paper explores the implementation of a process‐based management system within a service organisation that has recently achieved certification of its quality management system to the ISO 9001:2000 requirements. Many academics and business people alike consider process‐based management as a fundamental requirement of certification to ISO 9001:2000 quality management systems. Hence, this paper discusses the definition of a process‐based management system and also considers, through a literature review, theories relating to the topic. Consequently, a theoretical model is proposed that outlines the factors affecting successful implementation of a process‐based management system. The paper demonstrates that the theoretical model has been assessed within a UK housing association enterprise case study organisation. The case study organisation presented in this paper, shows the potential barriers of implementation of a process‐based management system.

Details

Business Process Management Journal, vol. 10 no. 4
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 1 March 2004

Christopher J. Bamber, John M. Sharp and Pavel Castka

This paper discusses the significant role of the maintenance function in an integrated management system and discusses how the efforts of maintenance management can…

Abstract

This paper discusses the significant role of the maintenance function in an integrated management system and discusses how the efforts of maintenance management can contribute a value added perspective to the third party assessment process. Due to global competitiveness, businesses are now trading internationally and are expected to have management systems certified through a third party to international standards enhancing customer‐supplier relationships and stakeholder perceptions. This paper discusses several international standards such as ISO 9001:2000 Quality Management Systems standard, ISO 14001:1996 Environmental Management Systems standard and the internationally developed British Standards Institute OHSAS 18001 Health and Safety Management specification and how they might affect maintenance organisations in the future.

Details

Journal of Quality in Maintenance Engineering, vol. 10 no. 1
Type: Research Article
ISSN: 1355-2511

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Article
Publication date: 1 December 2004

Pavel Castka, Christopher J. Bamber and John M. Sharp

This paper discusses self‐assessment and benchmarking of intangible assets in teamwork development. First examines key approaches to team‐performance measurement and…

Abstract

This paper discusses self‐assessment and benchmarking of intangible assets in teamwork development. First examines key approaches to team‐performance measurement and present a systems perspective on teamwork, hence benchmarking of teamwork performance. In consequence, a generic model based on EFQM framework – the TEaM model, is proposed as a self‐assessment and benchmarking tool. TEaM consists of ten criteria (enablers and results) that are outlined in the paper. Also demonstrates how TEaM can be applied in organisations and how this tool reflects the emerging trends in benchmarking practice.

Details

Benchmarking: An International Journal, vol. 11 no. 6
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 1 January 2006

Michaela A. Balzarova, Pavel Castka, Christopher J. Bamber and John M. Sharp

To investigate the influence of organisational culture on the implementation of ISO 14001:1996 environmental management system (EMS) standard in two manufacturing case…

Abstract

Purpose

To investigate the influence of organisational culture on the implementation of ISO 14001:1996 environmental management system (EMS) standard in two manufacturing case study organisations (CSOs).

Design/methodology/approach

This research is a case study action research conducted in two manufacturing organisations in the UK.

Findings

The hassles authors identified a framework of four dimensions of organisational culture that play an important role during the ISO 14001:1996 implementation process of. These are recognised as people, process, structure and environment.

Research limitation/implications

The study is limited to two case organisations, which are based in the UK.

Practical implications

The four dimensions of organisational culture identified through this research can help practitioners to coordinate their ISO 14000:1996 implementation projects.

Originality/value

This paper fulfils the need to improve the understanding of the impact of the organisational culture on ISO 14001:1996 implementation projects within the manufacturing environment.

Details

Journal of Manufacturing Technology Management, vol. 17 no. 1
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 1 June 2004

Pavel Castka, Christopher J. Bamber, David J. Bamber and John M. Sharp

Following the growing interest in corporate governance and corporate social responsibility (CSR), the International Organization for Standardization (ISO) Committee on…

Abstract

Following the growing interest in corporate governance and corporate social responsibility (CSR), the International Organization for Standardization (ISO) Committee on Consumer Policy (ISO/COPOLCO) opened the discussion about the feasibility of CSR management system standard. In this paper, we investigate the underlying issues that shape the development of CSR standard. Based on our case study research, we provide a framework for organisations to establish, manage, improve and document a CSR management system. This framework is based on process and systems thinking and analogous to ISO 9001:2000 adding significantly to existing definitive management frameworks. Finally, we outline areas for further research and indicate substantial managerial implications.

Details

The TQM Magazine, vol. 16 no. 3
Type: Research Article
ISSN: 0954-478X

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Article
Publication date: 6 November 2009

Fariborz Rahimnia, Yiannis Polychronakis and John M. Sharp

The purpose of this paper is to develop a comprehensive framework for assessing impeders of strategy implementation in a higher education context through an in‐depth…

Abstract

Purpose

The purpose of this paper is to develop a comprehensive framework for assessing impeders of strategy implementation in a higher education context through an in‐depth analysis of a higher education institution in Iran.

Design/methodology/approach

A semi‐structured interview is employed with senior academic staff and managers in a particular university.

Findings

The main impeders of strategy implementation within the university as the case organisation and are found to be grouped into five main areas: planning consequences, organisational, individual, managerial and environmental. The nature and reasons for the impeders are explained and finally an analytical framework is developed.

Research limitations/implications

The paper, through the use of how and why questions during interviews, highlighted a framework which provides an in‐depth understanding of impeders. The paper's results have implications for other universities in Iran and indeed the Middle East. However, a limitation of this paper is that the results are exploratory only, given that the paper is carried out in only one Iranian university.

Practical implications

This paper provides a valuable basis for discussion on the impeders of strategy implementation. Moreover, the results of the research can be used as guidance for managers and academic staff at the strategy implementation stage in the higher education sector.

Originality/value

The findings of the paper highlight the relevant impeders of strategy implementation within a higher education environment that will be of interest to those in this field, particularly those working in Iranian universities.

Details

Education, Business and Society: Contemporary Middle Eastern Issues, vol. 2 no. 4
Type: Research Article
ISSN: 1753-7983

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Article
Publication date: 1 June 2005

Fariborz Rahimnia Alashloo, Pavel Castka and John M. Sharp

To identify the impeders of strategy implementation in the higher education (HE) sector of Iran.

Abstract

Purpose

To identify the impeders of strategy implementation in the higher education (HE) sector of Iran.

Design/methodology/approach

A structured questionnaire was distributed to the academic staff from Iranian Universities. The questionnaire consisted of closed and open questions. Data were gathered from the major universities in different regions of the country.

Findings

Major impeders towards strategy implementation in the HE sector of Iran are outlined and the nature of these impeders are explained and the relationships among them are explored.

Research limitations/implications

The research, through the use of the structured questionnaire, delivered a set of generic impeders; however a detailed picture of implementation of strategies needs further investigation.

Practical implications

Through the analysis of the most prevalent impeders, this paper informs Iranian academics about possibilities for change and improvement.

Originality/value

The case of the HE sector development in Iran is something rarely dealt with in the literature; hence the paper fills this gap. Moreover, we look closely at the growth of research activities as the main strategy and indicate the impeders of strategy implementation in the HE of Iran.

Details

Quality Assurance in Education, vol. 13 no. 2
Type: Research Article
ISSN: 0968-4883

Keywords

Content available
Article
Publication date: 6 November 2009

James Pounder and Matthew Clarke

Abstract

Details

Education, Business and Society: Contemporary Middle Eastern Issues, vol. 2 no. 4
Type: Research Article
ISSN: 1753-7983

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