Search results

1 – 10 of over 227000
Article
Publication date: 1 June 2000

Miryam Barad and Tzvi Raz

There is little empirical research that demonstrates a link between quality management practice and better project management performance. Some evidence to this effect is…

6004

Abstract

There is little empirical research that demonstrates a link between quality management practice and better project management performance. Some evidence to this effect is presented and analysed. Reviews two studies that examined the relationship between quality management practice and performance in two areas: manufacturing, and logistics. Next, data are analysed from a survey of project managers in the high‐tech and software industries in Israel. Finally, the results of the survey are integrated with those of previous work, and some insights regarding the contribution of quality management practices to project success are offered.

Details

International Journal of Quality & Reliability Management, vol. 17 no. 4/5
Type: Research Article
ISSN: 0265-671X

Keywords

Abstract

Details

Indigenous Management Practices in Africa
Type: Book
ISBN: 978-1-78754-849-7

Article
Publication date: 21 July 2022

Assumpta Barigye, Francis Kasekende and Richard Mwirumubi

This paper aims to examine the influence of records management practices on staff performance among administrative staff in private universities in Uganda.

Abstract

Purpose

This paper aims to examine the influence of records management practices on staff performance among administrative staff in private universities in Uganda.

Design/methodology/approach

Using surveys, this study took a cross-sectional descriptive and analytical design. Out of a population of 177, the study targeted a sample size of 123 respondents. Using proportionate random sampling, data were obtained from 104 usable questionnaires. The researchers applied Statistical Package for Social Scientists (SPSS) to test all the four hypotheses. The results are presented in terms of hierarchical regression analysis models.

Findings

Records creation, records maintenance and records disposal are significant predictors of administrative staff performance in chartered private universities in Uganda.

Practical implications

This study is relevant to heads of private universities, as it will guide them to set up and implement records management policies and practices, which are relevant for improving staff performance at work. They will be able to closely adhere to efforts that imply appropriate management of records to promote decision-making, cost reduction and information processing. Private university owners could appraise university management based on whether they can successfully execute records management-related policies and procedures for staff performance.

Originality/value

This study demonstrates that the application of proper records management practices translates into increased administrative staff performance in terms of efficiency and effectiveness within the workplace.

Details

Records Management Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0956-5698

Keywords

Book part
Publication date: 29 March 2016

Nuraddeen Abubakar Nuhu, Kevin Baird and Ranjith Appuhami

This study examines the association between the use of a package of contemporary and a package of traditional management accounting practices with organizational change…

Abstract

Purpose

This study examines the association between the use of a package of contemporary and a package of traditional management accounting practices with organizational change and organizational performance.

Methodology/approach

Data were collected based on a mail survey distributed to a sample of 740 public sector organizations.

Findings

The findings indicate that while the prevalence of traditional practices is still dominant, such practices were not associated with organizational change or performance. Rather, those organizations that use contemporary management accounting practices to a greater extent experienced greater change and stronger performance.

Practical implications

The findings suggest that contemporary management accounting practices can assist public sector practitioners in improving performance and promoting organizational change.

Originality/value

The study provides an empirical insight into the use and effectiveness of management accounting practices in the public sector. The study provides the first empirical analysis of the effect of using a package of management accounting practices in the public sector.

Book part
Publication date: 23 November 2016

Basil P. Tucker and Raef Lawson

This paper compares and contrasts practice-based perceptions of the research–practice gap in the United States (US) with those in Australia.

Abstract

Purpose

This paper compares and contrasts practice-based perceptions of the research–practice gap in the United States (US) with those in Australia.

Methodology/approach

The current study extends the work of Tucker and Lowe (2014) by comparing and contrasting their Australian-based findings with evidence from a questionnaire survey and follow-up interviews with senior representatives of 18 US state and national professional accounting associations.

Findings

The extent to which academic research informs practice is perceived to be limited, despite the potential for academic research findings to make a significant contribution to management accounting practice. We find similarities as well as differences in the major obstacles to closer engagement in the US and Australia. This comparison, however, leads us to offer a more fundamental explanation of the divide between academic research and practice framed in terms of the relative benefits and costs of academics engaging with practice.

Research implications

Rather than following conventional approaches to ‘bridging the gap’ by identifying barriers to the adoption of research, we suggest that only after academics have adequate incentives to speak to practice can barriers to a more effective diffusion of their research findings be surmounted.

Originality/value

This study makes three novel contributions to the “relevance literature” in management accounting. First, it adopts a distinct theoretical vantage point to organize, analyze, and interpret empirical evidence. Second, it captures practice-based views about the nature and extent of the divide between research and practice. Third, it provides a foundational assessment of the generalizability of the gap by examining perceptions of it across two different geographic contexts.

Details

Advances in Management Accounting
Type: Book
ISBN: 978-1-78560-972-5

Keywords

Article
Publication date: 6 May 2022

Patrícia Gomes and Sílvia M. Mendes

This paper investigates organizational performance effects by using performance management (PM) practices (both quality and internal managerial practices) and the…

Abstract

Purpose

This paper investigates organizational performance effects by using performance management (PM) practices (both quality and internal managerial practices) and the moderating effects of the organizational context (cultural aspects and government pressures) on this relationship.

Design/methodology/approach

Interrelationships are studied based on data collected by a unique survey administered to Portuguese government agencies. A combination of the economic theory (and the New Public Management [NPM] assumptions) with the institutional theory (inspired by the old institutional economy [OIE] and the new institutional sociology [NIS]) provides a plausibly adequate theoretical framework.

Findings

These support the hypothesis about the positive effects of PM practices use (both internal and quality-oriented practices) on organizational performance which validates economic and NPM assumptions. The regression results also show that performance would improve if PM practices were aligned with the organizational culture (at least partially). Looking at the moderating effects, the study finds that agencies more oriented to the use of internal management practices aligned with a citizen-centred approach would have improvements in internal performance, reinforcing OIE assumptions. In addition, findings confirm expectations about the insignificant impact on performance when agencies use PM practices under great government pressures (NIS in the isomorphism perspective).

Research limitations/implications

The limitations appointed in the literature regarding the use of the survey method also apply to this study.

Originality/value

This paper innovates by the research on the interrelationships between the organizational context, the use of PM practices and the organizational performance. The use of different theories in a complementary way (economic and institutional theories) in the explanation of performance consequences provides new insights into the body of performance management in the public sector.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 29 March 2022

Leander Luiz Klein, Kelmara Mendes Vieira, Diego Russowsky Marçal and Jeferson Roberto Lima Pereira

The purpose of this paper is to explore the perception of Lean management practices by public servants of a Higher Education Institution (HEI) and its influence on the…

Abstract

Purpose

The purpose of this paper is to explore the perception of Lean management practices by public servants of a Higher Education Institution (HEI) and its influence on the organizational performance. The underlying assumption is that Lean management practices may have perceived even without a whole dissemination of the Lean Thinking way in the institution, and they exercise a positive influence on organizational performance.

Design/methodology/approach

A questionnaire of Lean management practices applicable to HEIs was developed and a survey was carried out in a public HEI in Brazil. A valid sample of 748 respondents was obtained.

Findings

The results demonstrate that some Lean management practices (leadership support and employee involvement, focus on the internal customers, long-term thinking, community services value, elimination of waste and continuous improvement) have a positive influence on the organizational performance of the studied HEI. These results extend the applicability and foster the initiation of Lean management practices in the public service scenario and HEIs.

Practical implications

This study supports HEI leaders and managers in developing and/or promoting better management practices to improve organizational performance. In addition, it promotes the advancement of Lean initiatives in the organizational environment of the HEI, allowing for a better quality to the “beneficiaries” of the services provided.

Originality/value

Despite the broad evidence of Lean in the manufacturing and industrial sectors, this study advances by exploring the perception of Lean management practices in the HEIs context and their influence on organizational performance. This paper also initiates and fosters the discussion of internal costumers and community services value as basic practices of an HEI.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Book part
Publication date: 10 August 2018

Fredrick Onyango Ogola

Over a long period of time, the evolution and development of indigenous management theories and practices in Africa have been seriously distracted and hindered by European…

Abstract

Over a long period of time, the evolution and development of indigenous management theories and practices in Africa have been seriously distracted and hindered by European colonialism and Western education. The colonial administration introduced Western management theories and practices, considered as the drivers and the remedy for the continent’s socio-politico-economic development. Western scholarship and literature generally undervalued and condemned the management proficiency and practices of early African civilisations, as evidenced, for instance, in the building of the great Egyptian pyramids. Foreign management systems generally botched the development of indigenous African business practices as they failed to achieve the expected goals. We argue that the development of indigenous African management practices and philosophy ought to be rooted in the African culture, value system and beliefs to provide the practical way for the efficient and effective running of organisations in Africa. Nevertheless, there are still indigenous family business management practices that can be co-opted into today’s business practices. The Ubuntu management system and the ‘new management techniques’, which emphasise humanness, communalism and African patriotism, provide the veritable starting point for the development of indigenous African management philosophy. The chapter starts with a brief description of family business in Africa. Highlighting the relevant indigenous management practices, to mention, strategic process, governance, human resource and succession planning then follow in this order. The next section is on the origins of the indigenous management practices and then we conclude with a section on unique differences from Western models and provide advice to educators and practitioners. As an approach, the cases that have been used are for illustration purposes and do not claim to be representative of African indigenous business practices since Africa is too diverse.

Details

Indigenous Management Practices in Africa
Type: Book
ISBN: 978-1-78754-849-7

Keywords

Book part
Publication date: 28 October 2021

Lawrence P. Grasso and Thomas Tyson

This study investigates the relationship between lean manufacturing practices, management accounting and performance measurement (MAC & PM) practices, organizational…

Abstract

This study investigates the relationship between lean manufacturing practices, management accounting and performance measurement (MAC & PM) practices, organizational strategy, structure, and culture, and facility performance. We extended past research by examining the relationships between lean manufacturing, MAC & PM practices and performance in a broader organizational context. Our study was performed using survey data provided by managers and executives at 368 facilities that had contacted the Shingo Institute for information or that had entered a Shingo Prize competition. Consistent with past research we found a significant positive association between lean manufacturing practices and lean MAC & PM practices. We found that greater employee empowerment, use of process performance measures, and use of lean accounting practices were driven primarily by lean strategy and secondarily by the extent of lean manufacturing practices. We also found that changes in organization structure to support lean are driven primarily by lean strategy and secondarily by lean manufacturing practices. Change toward lean culture, on the other hand, is driven by the extent of lean manufacturing practices. Further, we found that emphasizing process performance measures does not reduce emphasis on results performance measures and emphasizing results performance measures leads to improved financial performance. Process and results measures are being used in tandem and value stream costing has not replaced traditional accounting. The results of our study provide important insights for managers of companies engaged in lean transformation and for academics who teach or research lean accounting.

Open Access
Article
Publication date: 6 October 2021

Alexander Kristiansen and Roger Schweizer

In the mainstream international business literature on multinational corporations (MNCs), an authoritative central headquarter (HQ) that transfers standardised practices

Abstract

Purpose

In the mainstream international business literature on multinational corporations (MNCs), an authoritative central headquarter (HQ) that transfers standardised practices to its subsidiaries remains the norm. This study aims to explore how MNCs coordinate their management practices through principles.

Design/methodology/approach

The paper draws on empirical findings from a qualitative in-depth single case study based on evidence-rich qualitative data including observations from how a high-tech MNC headquartered in Sweden coordinates its development practices.

Findings

An alternative informal coordination approach (i.e. coordination by principles) is identified. Additionally, antecedents and implications of the approach are presented.

Practical implications

Coordination by Principles may facilitate the internalisation of practices and be a feasible compromise between context adaptation and traditional standardisation, particularly for MNCs with highly heterogeneous research and development operations.

Originality/value

This paper highlights the importance of acknowledging that firm practices often are based on management ideas that HQs adopt to prevent loss of legitimacy. As such, this study contributes to the scarce literature that critically questions the assumption that HQs solely transfer practices to subsidiaries to improve subsidiary efficiency and performance.

Details

critical perspectives on international business, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1742-2043

Keywords

1 – 10 of over 227000