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1 – 10 of over 1000Diego dos Santos Pereira and José Carlos Tiomatsu Oyadomari
This research aimed to verify how the performance measurement system (PMS) and the quality management system (QMS) work in small and medium Brazilian enterprises in the light of…
Abstract
Purpose
This research aimed to verify how the performance measurement system (PMS) and the quality management system (QMS) work in small and medium Brazilian enterprises in the light of the typology proposed by Garengo (2009).
Design/methodology/approach
Using a qualitative approach PMS’s and QMS’s managers were interviewed. The data from the first interview were analyzed using the technique of content analysis and have been subsequently triangulated with other data collected. The study was conducted by means of two questionnaires, two semi-structured interviews, and the analysis of the performance measures used by five small/medium manufactures based in the State of São Paulo.
Findings
It was found that in four out of five companies, PMS does not function singly, but along with QMS, mainly with respect to performance indicators. In spite of that intrinsic operation, the systems are in different stages of evolution. It was also found that in three out of five companies, quality management area is responsible for coordinating the process of PMS use, without effective participation from the controlling and/or accounting areas in this process.
Originality/value
The typology of Garengo (2009), used to check the stage of the PMS, was validated and can be used by practitioners to diagnose and improve the PMS in their enterprises; companies with QMS certified by ISO, particularly with higher degree of quality management maturity, can be encouraged to implement or improve the PMS in their organizations.
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Abdelkebir Sahid, Yassine Maleh and Mustapha Belaissaoui
In order to support transformational business change, IT needs to streamline the process of bringing new IT processes to life.In today’s ever-changing business world, nobody knows…
Abstract
In order to support transformational business change, IT needs to streamline the process of bringing new IT processes to life.
In today’s ever-changing business world, nobody knows what is around the corner, so improving agility is the best way to the future-proof organization.
IT Service Management is the ability to collect data, analyze it, to make reports, and to implement improvements in agile mode, sometimes make it challenging to manage all these informational organization assets effectively. To perform real-time monitoring of these activities, manage, and be able to involve the final user in the heart of the IT process, or reduce operating cost, agility is the ideal solution.
In this chapter, the authors propose a global strategic model to improve Information Technology Service Management service management processes with the additions of two drivers: agility management and security management.
Anita Meidell and Kjell Ove Røsok
Since the mid-1990s, enterprise risk management (ERM) has proliferated in both the private and public sector as a holistic, enterprise-wide approach to risk management. In this…
Abstract
Since the mid-1990s, enterprise risk management (ERM) has proliferated in both the private and public sector as a holistic, enterprise-wide approach to risk management. In this chapter, we begin by exploring the economic, regulatory and professional context of ERM practices in Norway. To gain an understanding of the current state of ERM practices among Norwegian entities, we have conducted a survey among members of the Institute of Internal Auditors (IIA) Norway. Based on the survey data, we go on to analyse the perceived maturity of risk management practices of the surveyed organizations, as well as their integration of risk management with governance mechanisms and accounting practices. Four main findings emerged from the survey. We firstly observed that a majority of the respondents perceived that they had implemented ERM. Secondly, the average maturity of risk management practice is at a medium level, with ambitions to improve it further in the future. We further observed that a majority of the organizations have established risk management governance structures regarding the roles of risk management. However, there is still work to be done in relation to risk management functions in order for them to gain more attention and influence in the organizations. Finally, we find that risk management is more integrated with reporting processes than with strategic and performance planning processes, suggesting a more reactive than proactive approach to managing risks.
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Alain Neher, Alexander Jungmeister, Calvin Wang and Oliver Burmeister
This paper explored the relationship between the embeddedness of a firm’s managerial values and corporate financial performance in Swiss small and medium-sized enterprises (SMEs…
Abstract
This paper explored the relationship between the embeddedness of a firm’s managerial values and corporate financial performance in Swiss small and medium-sized enterprises (SMEs) by developing a conceptual maturity model of managerial values (MM-MV). The MM-MV articulates the extent to which managerial values are embedded within organizations, allowing the analysis of the interrelationship between the degree of values-embeddedness and financial performance in SMEs. The findings suggested that as managerial values become more embedded, financial performance increases; therefore, SMEs exhibiting highly embedded managerial values such as customer-minded, team spirit, innovation-driven reliability, persistency, competency, and engagement tend to financially outperform SMEs that have not fully embedded managerial values throughout the firm.
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Victoria E. Díaz, Pierre Mercier and Celine Pinsent
This chapter presents a new conceptual framework of institutional research (IR). The framework refines previously studied dimensions of IR and integrates them into the higher…
Abstract
This chapter presents a new conceptual framework of institutional research (IR). The framework refines previously studied dimensions of IR and integrates them into the higher order concept of knowledge management. Previously studied dimensions of IR include the institution’s organizational sectors (e.g., academic, human resources), the functions for which information is used (e.g., operations, strategic management), and the resources supporting IR (e.g., technology, funding). The framework innovates by specifying what competencies are required to carry out IR activities and how to assign a level of development to each competency. This operationalization permits the creation of an assessment tool enabling us to move from general and intuitive statements about development to specific and behavioral levels which are actionable. The framework formulation was validated with a group of IR experts in Chile. The framework can be used to assess one institution, to compare an institution to a peer group, or to compare groups of institutions at the regional, national, or international levels.
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Irina Farquhar and Alan Sorkin
This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative…
Abstract
This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.