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The quality liability of prefabricated components (PCs) is a major issue among key stakeholders. The blockchain-based quality tracking systems are supposed to support a more transparent and trusting quality control process. However, many factors affect the stakeholders' willingness toward the adoption of such quality tracking systems. The purpose of this research is to investigate the key factors that influence the stakeholders' adoption decisions toward the application of the quality tracking system in PCs and develop coping strategies.

An evolutionary game model is established that includes the manufacturer, constructor and developer. Four scenarios of equilibriums and the game's evolutionary stable strategies are analyzed, and the corresponding stability conditions are then obtained. Based on the tripartite game model, two representative projects are used as case studies to simulate how different factors affect the stakeholders' decisions.

First, trade-offs between cost and benefits were the most prominent factor in the adoption decision-making. Second, the advancement of technologies would compensate for their immaturity. Third, subsidy and penalty provision of the developer and high-level trust both incentivize the stakeholders to adopt the quality tracking systems.

This research investigates the influence of technology, environment and participant related factors on the adoption decisions of the quality tracking system for PCs and discovered that technology maturity and advancement played an essential role. It is expected that the research findings would be of value to policy makers and project management personnel for better quality control of prefabricated construction.

The purpose of this paper is to understand what dimensions consumers prefer to track using wearable technology to achieve a healthier lifestyle and how these tracking dimensions are related.

An online survey was conducted with potential consumers in the USA, and a series of Pearson’s correlation and regression analysis and multiple regressions was conducted.

The most preferred self-tracking dimensions, tracking dimensions on others, most private tracking dimensions, most variable dimensions, and the dimensions that need to be improved were identified. The results of this study showed positive relationships overall among similar types of tracking dimensions, such as among dimensions of physical health condition (disease and disorder symptoms and general vital signs), mental health condition (stress level and mood/feeling), healthy lifestyle (fitness, and pose and posture), and productivity and task management (work productivity, location, and time management).

Designers are encouraged to make wearable technology products that are durable, easy to care for, attractive in design, comfortable to wear and use, able to track preferred dimensions, appropriate for various consumers, unobtrusive, portable, and small. This research will guide wearable technology and fashion industry professionals in the development process of wearable technology to benefit consumers by helping them be more self-aware, empowering them to develop a healthier lifestyle, and ultimately increasing their quality of life and well-being.

The purpose of this paper is to present a report on the implementation of a quality cost program in a continuous‐process manufacturing company, with particular emphasis on the unearthing of hidden quality costs, as well as gaining a closer understanding of the resistance against implementation.

Using an action research approach, the researchers participated – directly and indirectly – in the implementation of quality costing at the case company. The research process comprises iterative cycles of gathering data through documentary reviews, observations of company operations, discussions with operatives, analyzing data, undertaking actions and evaluating results. Following Sandoval‐Chavez and Beruvides, the poor quality cost analysis includes an additional category to the conventional prevention‐appraisal‐failure model to reflect the cost of lost opportunities.

The study unearthed a significant portion of hidden quality costs which may be termed an “opportunity loss”. The findings indicate that the company's total quality costs actually far exceed its current profit margin, and that the company could improve its competitive position if it focused on the elimination of these quality costs.

This paper focuses on uncovering hidden quality costs. However, the measuring of quality costs only serves to identify opportunities for improvement. It is follow‐up corrective actions that will lead to organizational effectiveness. The research findings support the contention that tracking of poor quality costs is an important step in the quality management process.

This paper presents a proactive way of tracking hidden quality costs.

The purposes of this study are to examine the relationship between the distribution of quality costs and the level of maturity of an organization's quality system, to assess the extent to which effective COQ systems and maturing quality systems affect organization performance, and to determine why some organizations do not utilize COQ systems.

A survey instrument was developed to determine the distribution of total quality cost among the four ASQ categories. The instrument also assesses the maturity of the organization's quality system using the ANSI/ISO/ASQ Q9004‐2000 performance maturity level classification system. Correlation analysis was used to examine the relationships between quality costs and quality system maturity.

External failure costs were found to decline as a percentage of total cost of quality (COQ) as an organization's quality system matures. Total COQ was found to increase as an organization moved from a very low level of quality system maturity to a higher level. Sales and profit growth were not significantly correlated with the presence of a quality cost system or with the level of maturity of the quality system. Lack of management support was found to be the most common reason why organizations do not systematically track quality costs.

Additional research is needed to determine the relationship between the presence of a COQ system and its effective integration with the quality system and organizational outcomes. Future research is needed to expand the study beyond the boundaries of the USA. Future research involving longitudinal studies would be beneficial in more accurately assessing the nature of the changes in COQ distribution over time.

The findings of this study suggest that organizations planning to implement a COQ system should ensure that management supports the program and is prepared for a short‐term increase in total COQ. These findings also support the often‐suggested expectation that in the long run the COQ system will lead to a significant reduction in external failure costs.

Systematic measurement of COQ is underutilized in practice. This study systematically examines why this is the case. In addition the study provides information that can be useful in justifying implementation of COQ measurement systems.

Tax professionals in public accounting firms must meet professional standards in working with their clients, but may also face pressure from both their clients and firms when making ethical decisions. The purpose of this study is to examine the influence of client factors on tax professionals’ ethical decision-making. Furthermore, we also investigate how client service climate and different ethical climate types affect these ethical decisions. Based on an experimental design with 149 practicing tax professionals, results indicate that tax professionals are not swayed by client importance or social interaction with the client when making ethical decisions. However, tax professionals are more likely to engage in ethical behavior when their own accounting firm monitors and tracks the quality of client service, whereas unethical behavior is more common when public accounting firms emphasize using personal ethical beliefs in decision-making. The results of the study suggest the importance of strong policies and procedures to promote ethical decision-making in firms.

For many years companies have collected feedback from customers through means such as comment cards and toll‐free telephone numbers. The feedback data can be used by companies to track quality, locate quality problems, and identify suggestions for improvement. Gathering feedback from customers has become a recent but prevalent phenomenon on the Internet. Many companies designate an e‐mail address for submitting comments and questions. Companies with information on the World Wide Web frequently include a feedback form that customers can complete on screen and send at the click of a mouse. This article considers current practice and the potential for customer feedback collection over the Internet. The nature of Web‐based feedback forms is compared to corresponding features of conventional (paper) comment cards. Explanations for differences are supposed, and future prospects for Web‐based feedback are discussed.

This is the first of a series of three papers discussing a major benchmarking initiative in the air cargo freight industry sector. The project itself focused on nine major competitors in the cargo industry and included organisations known to be leaders in the areas of service excellence. The methodology used for establishing comparisons was an adaptation of the Malcolm Baldrige National Quality Award (MBNQA) (1996 version). A questionnaire was used with prompts covering various areas of quality management, people involvement in continuous improvement, service excellence aspects, customer focus and satisfaction aspects and finally business and operational performance aspects. Paper 1 discusses the changes that are taking place in the air cargo freight industry and sets the scene by presenting profiles of all of the competitors used in this study.

MCB is not a company to rest on its laurels. In the vernacular of modern‐day management literature, the company can rightly claim to be a learning organization; one that seeks to regenerate and develop itself in accordance with current trends, most notably those in customer and market requirements.

The purpose of this paper is to provide much needed data to staff working with archival digitization on cost and benefit of visual checks during quality control workflows, and to encourage those in the field of digitization to take a data-driven approach to planning and workflow development as they transition into large-scale digitization.

This is a case study of a cost benefit analysis at the Triangle Research Libraries Network. Data were tracked on time spent performing visual checks compared to scanning production and error type/discovery rates for the consortial grant “Content, context, and capacity: a collaborative large-scale digitization project on the long civil rights movement in North Carolina”.

Findings show that 85 percent of time was spent scanning and 15 percent was spent on quality control with visual checks of every scan. Only one error was discovered for every 223 scans reviewed (0.4 percent of scans). Of the six types of error identified, only half cause critical user experience issues. Of all errors detected, only 32 percent fell into the critical category. One critical error was found for every 700 scans (0.1 percent of scans). If all the time spent performing visual checks were instead spent on scanning, production would have increased by 18 percent. Folders with 100 or more scans comprised only 11.5 percent of all folders and 37 percent of folders in this group contained errors (for comparison, only 8 percent of folders with 50 or more scans contained errors). Additionally, 52 percent of all critical errors occurred in these folders. The errors in larger folders represented 30 percent of total errors, and performing visual checks on the large folders required 32 percent of all visual check time.

The data gathered during this research can be repurposed by others wishing to consider or conduct cost benefit analysis of visual check workflows for large-scale digitization.

To the authors' knowledge, this is the only available dataset on rate of error detection and error type compared to time spent on quality control visual checks in digitization.