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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…

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

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Abstract

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

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Article
Publication date: 5 May 2021

Celina Gisch, Bernhard Hirsch and David Lindermüller

This study aims to understand how reporting practices act as drivers of change in situations of conflicting institutional logics in a public sector organisation.

Abstract

Purpose

This study aims to understand how reporting practices act as drivers of change in situations of conflicting institutional logics in a public sector organisation.

Design/methodology/approach

The findings are based on a case study of a German federal authority, where management accounting reports were introduced as part of a “new” managerial logic of control.

Findings

In the case organisation, management accounting reports were intended to change the behaviour of executives but were still guided by an “old” logic of justification. Nevertheless, over time, the addressees of the reports used the reports and reconciled different logics. This documents a process from decoupling to compromising and, finally, reconciling different institutional logics.

Originality/value

By examining the practices of management accounting reporting, this study elaborates the tensions placed on individuals by conflicting institutional logics and provides insights into how organisational practices are used to handle and reconcile conflicting logics in a public sector organisation. Therefore, this paper contributes to the discussion on how organisational practices act as drivers of organisational change.

Details

Journal of Accounting & Organizational Change, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1832-5912

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Article
Publication date: 23 March 2021

Haftu Hailu Berhe

Kaizen is an umbrella concept for a management philosophy based on a set of principles and values with different tools and techniques that form part of Company-Wide…

Abstract

Purpose

Kaizen is an umbrella concept for a management philosophy based on a set of principles and values with different tools and techniques that form part of Company-Wide Quality Control. The purpose of this study to explore the empirical evidence of Kaizen philosophy practice and its effect on Ethiopian manufacturing industries, chemical companies in particular.

Design/methodology/approach

After the literature review, an exploratory empirical research, supported on a company observation, was adopted. The eight companies visit giveaway collecting annual technical reports and Kaizen award presentations. The review structure encompassed four major approaches. The first approach is conducting extensive literature review and adopting methodologies. The second approach is examining secondary data and developing SWOT analysis. The third is exploring Kaizen practices, developing framework, identifying drivers and barriers using charts, diagrams and graphs. The final approach is proposing way forward and implications based on the findings from the investigative study to emphasize the link between Kaizen practice and its effect on manufacturing industries’ performance.

Findings

The findings indicate practice of Kaizen brought in achieving monetary, nonmonetary and qualitative results. However, results vary from company to company. The average attained improvements of productivity, production volume, machine productivity and sales volume are 2.77%, 28.69%, 10.14% and 31.53% respectively. Moreover, a total of 71,932,472.19 ETB is saved by following structured framework and practice of social and technical factors. However, companies could not sustain Kaizen activities and unable to maintain the attained substantial improvements due to less effort made on some of the Kaizen practices identified as barriers on the cause and effect diagram of this exploratory study.

Research limitations/implications:

A sample size of eight companies is not adequate to generalize key findings of this study. This will be put right by carrying out further surveys in the future using questionnaire and semistructured interviews.

Practical implications

The findings of this study underlined that practice of Kaizen philosophy on chemical companies supported by structured implementation framework, full practice of drivers, eradicating barriers, sustaining practices and maintaining improvements enable in enhancing chemical companies performance through achieving quantitative (monetary and nonmonetary) and qualitative results.

Originality/value

Although there are a number of studies published on Kaizen, currently it is found that there is lack of literature on practice and effect of Kaizen philosophy. Based on this exploratory study and assessment, the framework and circumstance of Kaizen philosophy practices are providing valuable insights for chemical companies, other manufacturing industries and organizations, which will be on board on this voyage including Ethiopian Kaizen Institute, practitioners and academicians.

Details

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

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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.

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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

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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

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Article
Publication date: 24 February 2021

Faisal Babu and Sam Thomas

Total quality management (TQM) has been a universally applienod management strategy to improve organizational performance and thereby to achieve competitiveness. Compared…

Abstract

Purpose

Total quality management (TQM) has been a universally applienod management strategy to improve organizational performance and thereby to achieve competitiveness. Compared with the scholarly and practical attention paid to identify the consequences of implementing TQM practices, little is known about how those practices enhance organizational image and employee satisfaction. This paper aims to address that research gap and is designed to empirically prove the relationship between TQM practices, organizational image and employee satisfaction.

Design/methodology/approach

A questionnaire-based survey of 285 employees including administrators, managers and heads of departments of 21 National Accreditation Board for Hospital and Healthcare providers-accredited hospitals in India was conducted. The proposed research model was tested using partial least squares based structural equation modelling.

Findings

The results revealed that TQM practices have positive direct and indirect effects on employee satisfaction, confirming the partial mediation role played by organizational image in the relationship between TQM practices and employee satisfaction.

Research limitations/implications

From the findings, leaders can understand that by implementing TQM practices, organizations can enhance image of the organization and bring high level of employee satisfaction.

Originality/value

The study tries to answer questions largely ignored in the TQM literature: the effect of TQM practices on organizational image and employee satisfaction, and the mediating role of organizational image on TQM practices and employee satisfaction.

Details

International Journal of Quality and Service Sciences, vol. 13 no. 1
Type: Research Article
ISSN: 1756-669X

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Article
Publication date: 16 August 2013

Binod Krishna Shrestha and Devi Ram Gnyawali

The purpose of this paper is to examine how managers in Nepalese business organizations and non‐profit non‐government organizations understand and practice strategic…

Abstract

Purpose

The purpose of this paper is to examine how managers in Nepalese business organizations and non‐profit non‐government organizations understand and practice strategic management and to what extent such understanding and practices differ from those in western countries.

Design/methodology/approach

In‐depth case studies of eight business organizations and non‐government organizations (NGOs) were prepared based on multiple data collection such as interviews and review of reports and the cases were analyzed to identify several themes for discussion of similarities and differences in the views and practices of strategic management.

Findings

Managers in Nepal have developed some shared understanding of key aspects of strategic management and practice some important aspects of strategic management; much remains to be done in order for them to develop a clear strategic focus so that they could develop their abilities to compete with global players and to create competitive advantages.

Research limitations/implications

This study suggested several avenues for future research for more systematic and data‐driven studies on the roles of international exposure on managers, international partners, national culture and other macro environmental conditions on strategic management practices in Nepal and South Asia.

Practical implications

The research findings are useful for managers of business organizations and non‐government organizations to develop their strategies for superior performance in South Asian countries characterized by volatile business environment and resource constraints.

Social implications

NGOs which work for social development need to improve their strategic management practices with more rigorous and resilient strategic implementation in Nepal.

Originality/value

This research is unique in the context of Nepal and will be useful in similar contexts. The findings contribute to understanding the strategic management practices in a unique culture.

Details

South Asian Journal of Global Business Research, vol. 2 no. 2
Type: Research Article
ISSN: 2045-4457

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Article
Publication date: 1 January 2003

Kamel Mellahi and Jedrzej George Frynas

This paper explores the issue of transferring western human resource management (HRM) practices to Algeria. Drawing on a case study of a large industrial company, the…

Abstract

This paper explores the issue of transferring western human resource management (HRM) practices to Algeria. Drawing on a case study of a large industrial company, the research identifies the motives for the transfer and examines the selection and implementation process of western HRM practices in Algeria. Evidence generated from the case study reveals that while management justifications for the transfer of western HRM practices capture the economic and technical rationale for western HRM practices, they fail to identify local conditions under which these HRM practices might be transferred. The applicability of western HRM is hindered by the unplanned and haphazard importation of western HRM practices.

Details

International Journal of Commerce and Management, vol. 13 no. 1
Type: Research Article
ISSN: 1056-9219

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