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Despite a reluctance on the part of organizational researchers to deal with the subjects of emotions or spirituality, recent researchers have begun to argue for the importance of exploring their relationship to workplace performance. Recent research, for example, has shown a positive relationship between emotional intelligence and workplace success. Similarly, it appears that spirituality is related to workplace performance or effectiveness. This paper explores the impacts of emotional intelligence and spirituality on workplace effectiveness, presents several theoretical models examining possible linkages among these variables, and, finally, presents several ideas for future research deriving from the models.

The choices facing a management developer in using open and distance learning are described. The three identifiable types of programme are materials based for solo learners, learning‐group based for two or more learners, and materials and learning‐group based, depending on both materials and learner interaction. The options are explored, and guidance given on how to evaluate them for the organisation's particular needs.

This paper addresses issues related to future of CDSs in a changing global market environment, discusses the nature of CDSs economies, and provides three scenarios relative to the role of CDSs in the global marketplace. Specific recommendations are provided to assist CDSs in realizing a strategic position on the global stage.

Outlines the requirements of the PATRIOT Act of October 2001; together with subsequent legislation, it has led to a dramatic increase in surveillance activities affecting both traditional financial institutions and the newer types known as Money Service Businesses. Lists its demands, that all financial institutions: establish a more formal anti‐money laundering programme with a compliance officer, implement an employee training programme, file Suspicious Activity Reports, verify new customers’ identities etc. Indicates the cost to the financial services industry of compliance. Concludes that, given the massive quantities of information collected, even the best technology may not ensure that the tiny minority of terrorist traces actually get followed up

The purpose of this study is to demonstrate that Strategic Enterprise Management (SEM) and Business Intelligence (BI) have the potential to integrate management decisions vertically through an organization’s hierarchy. This study also aims to present a design theory framework and build a model dimension using eight principles serving as mid-range theories.

This study uses a design science perspective to posit how organizations can successfully implement SEMBI (a union of SEM and BI). This study then completes the design theory by building the method dimension using two principles. Finally, the study presents testable hypotheses for the theory and an evaluation using stakeholder attitudes and judgments as proxies for objective measures.

In the search for a prescription for SEMBI success, this study finds that the notion of the Capability Maturity Model (CMM) is a good artifact with which to organize the principles the authors are seeking. CMM has since been adapted to suit different contexts by incorporating relevant principles from those domains. Hereafter, this study refers to SEMBI–CMM as the adapted solution for SEMBI's success.

This study coins and uses the term SEMBI to represent the union of SEM and BI. This term retains its distinct identities and principles and forms a holistic and integrated view of SEM and BI implementation strategies. In an effort to advance this line of research, this study employs a design science perspective to address the question of how an organization can successfully implement SEMBI.

The purpose of this paper is to gain a better understanding of internal benchmarking through the evaluation of quality management in two quality departments (Quality Assurance (QA) and Quality Control (QC)) in a pharmaceutical company by utilizing total quality index (TQI).

In order to achieve the above-mentioned purpose a structured questionnaire was used to assess the gap between the ideal and current status of the quality management system. The mean differences between the current and ideal states for the eight critical factors were compared for the two departments using t-test.

There is difference in the actual and ideal scores on three out of eight critical factors between the QA and QC departments.

The internal benchmarking process which was applied in this case study can be applied in other pharmaceutical companies in order to improve the status of the quality management system and achieve competitive advantage.

Benchmarking of total quality management (TQM) can improve the performance of organizations. The benchmarking tool used in this study TQI is an information technology-supported tool that helps managers assess a TQM program by enabling the cost-effective measurement of key organizational processes. TQI measures the ideal and actual quality management along eight critical factors synthesized by Saraph et al. (1989).

The purpose of this paper is to examine organisational learning as a mediator among small-scale manufacturing enterprises (S-SMEs) which comprise the majority of economic activity in an emergent/developing economy. This study offers further understanding regarding the mediating role of organisational learning in developing world economies, due to its potential regional influence.

A cross-sectional survey of Indian S-SMEs was undertaken from the District Industrial Center. The study employed a systematic sampling technique to contact owner/managers. Overall, 204 S-SMEs owners/managers participated in the study and 192 usable survey instruments were received.

The study offers novel insights to the following questions. First, the factors that prompt entrepreneurial orientation to achieve superior business performance, i.e. the antecedents of entrepreneurial orientation? The results reveal competitor orientation is an antecedent of entrepreneurial orientation that leads to an S-SME’s business performance. Second, the outcomes of entrepreneurial orientation, i.e. the consequences of entrepreneurial orientation? The study reveals organisational learning and business performance are the corollary of entrepreneurial orientation. Third, the examination of whether organisational learning mediates the relationship between entrepreneurial orientation and business performance? The findings found the effects of entrepreneurial orientation on business performance are, in part, mediated by organisational learning.

Three study limitations are recognised. First, other strategic orientations, including technology orientation, production orientation and selling orientation are not included. Second, other constructs have a potentially significant relationship with market and entrepreneurial orientation, such as organisational capabilities, innovation and social context, were not considered. Third, the study is industry-sector specific and does not consider alternative sectors which also may play a potential role in economic development.

This study enhances the existing S-SME literature by identifying factors contributing to entrepreneurial orientation and its repercussions on business performance. For S-SMEs it adds credence to the role played by organisational learning in mediating the link between entrepreneurial orientation and business performance which potentially encourages owner/managers to dedicate increased time and resources towards creating and maintaining a conducive learning environment. The results support entrepreneurs in acknowledging the importance of competitor orientation during the emergence and development of entrepreneurial orientation, specifically in emerging economy contexts.

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

The general aim is to represent managerial thinking on strategy choice in a context other than steady‐state growth. The model has the following features: (i) Strategy choice is defined as the adoption of rules governing investment choice; (ii) given its strategy, management sees growth in terms of a probability distribution of growth‐paths of expected dividend; (iii) managment's valuation model closely matches its probabilistic view of growth prospects; (iv) the managerial utility function has an extended horizon. Discussion of strategy choice yields no general presumption that managment senses a conflict between its own preference and its commonsense interpretation of investors' preferences.