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1 – 10 of over 9000Pavel 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. The…
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.
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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 of a…
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.
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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 management system…
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.
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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 contribute a…
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.
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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 present a…
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.
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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 study…
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.
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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 Consumer…
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.
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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 analysis of a…
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.
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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.
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