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The purpose of this research is to provide a framework in which new data quality dimensions are defined. The new dimensions provide new metrics for the assessment of lecture video indexing. As lecture video indexing involves various steps, the proposed framework containing new dimensions, introduces new integrated approach for evaluating an indexing method or algorithm from the beginning to the end.

The emphasis in this study is on the fifth step of design science research methodology (DSRM), known as evaluation. That is, the methods that are developed in the field of lecture video indexing as an artifact, should be evaluated from different aspects. In this research, nine dimensions of data quality including accuracy, value-added, relevancy, completeness, appropriate amount of data, concise, consistency, interpretability and accessibility have been redefined based on previous studies and nominal group technique (NGT).

The proposed dimensions are implemented as new metrics to evaluate a newly developed lecture video indexing algorithm, LVTIA and numerical values have been obtained based on the proposed definitions for each dimension. In addition, the new dimensions are compared with each other in terms of various aspects. The comparison shows that each dimension that is used for assessing lecture video indexing, is able to reflect a different weakness or strength of an indexing method or algorithm.

Despite development of different methods for indexing lecture videos, the issue of data quality and its various dimensions have not been studied. Since data with low quality can affect the process of scientific lecture video indexing, the issue of data quality in this process requires special attention.

The purpose of this paper is to suggest a supplementary definition of quality and quality‐building in business. This supplementary definition is the outcome of a predominantly inductive research approach that has been delimited to the conceptual explanation of the main concern and its recurrent solution of those involved in the operation and management of businesses.

Classic grounded theory (CGT) has been used as the methodology. The main hallmark of CGT is concept and theory generation directly from data, while delimiting to the most important and problematic for those being studied. A rethinking of existing concepts takes place during one of the last stages of a CGT study. During this stage, the concepts of the generated theory are conceptually compared to the literature.

When the building blocks of the generated CGT of business and management were compared to the existing literature, the generated concept of “confidence‐building” emerged as a close conceptual synonym to “quality‐building”. Confidence‐building is understood as the application of certain trust‐building techniques (“saming”, transparency, distinguishing) that facilitate the modification or maintenance or prevention of people's behaviour (i.e. own, employees', customers', suppliers', etc. behaviour) in such a manner that the company's survival or growth is sustained.

This kind of analysis has not been done before. One implication of this rethought quality concept is that all issues pertaining to people relationships in business become an inseparable part of the quality issue – as well as issues like HRM, marketing, organisational adjustments and strategic decision making.

The aim of this paper is to show the ways of setting quality objectives, their attributes and the conditions under which they can perform a motivational function.

Collecting relevant data, the authors used the results of previous research and theoretical assumptions concerning quality objectives. Subsequently, they carried out a survey and exemplification research based on participatory observations, document content analysis and interviews.

Goals are set mainly by top management, but the communication process itself is insufficient; the needs of system users are not taken into account. In the opinion of the employees, quality objectives are measurable and objective, although not very ambitious. For quality objectives to fulfil a motivational function, they should be objective and measurable. Also, the allocation of tasks among employees needs to be fair. Furthermore, quality objectives have to play a greater role in remuneration systems.

This paper is one of the first publications on the role and function of quality objectives. Its advantage is that it defines the conditions under which such objectives can have a motivational effect and encourage employees to pursue the improvement of their products and services.

At one time, a manufacturer's supply base was determined solely through competitive bids and price. Manufacturers worked to beat down prices without regard to overall cost, while suppliers focused entirely on making as much money as possible off manufacturers. For years, US manufacturers and suppliers lingered in this uneasy, antagonistic relationship.

The implementation of quality programmes often leads to major change within an organization. However, the nature and causes of such change are not yet understood. There is need for much more research to help determine how to implement and manage major change. Traces the development and evolution of the quality management paradigm, including the resistance of the academic community to it. This evolution was not typical of a traditional organizational research issue in two ways. First, quality programme research occurred outside areas familiar to the organizational behaviour researcher. Second, pressure was exerted by the business community to influence the business school curricula to include quality management. Research on quality management was inhibited by the major paradigmatic shift required within organizations to implement quality programmes. Lack of commonly understood definitions of quality programmes has hindered research by organizational behaviour researchers. However, by relating, even redefining, quality management as a form of organizational change, seeks to encourage organizational behaviour professionals to add their own research to this exciting field. Three subject areas, addressed in five articles in this issue, serve as examples. They include quality as a strategic choice, the team concept, and implementation of quality programmes.

The purpose of this paper is to present a literature review demonstrating that quality and its management are increasingly definable as a balancing act between value, risk and cost throughout the value stream, from product/service design to production and delivery, and purchaser decision-making. An original framework is presented showing this interplay across the value stream, referred to as the QVRC framework.

Content analysis is combined with bibliometric analytics, displayed via temporal graphs and citation networks. Reviewed literature is transdisciplinary, encompassing marketing, operations/quality and psychology sources. Core quality management methodologies are positioned on the framework illustrating their relative contribution to value, risk and cost management.

The QVRC framework is developed, and used as a basis for classifying models and methodologies associated with quality management. A set of propositions are developed, which, together with the framework, set an agenda for further research.

No literature review can capture the richness of discourses on terms as pervasive as value, risk and cost. This paper aims to present a systematic and reliable sampling of such literature.

The resulting model can be applied to management tools, and to products and services.

Researchers, particularly in marketing, have developed models of value, risk and cost in terms of products and services. However, delivering products that provide the appropriate value, risk and cost trade-off is an operations management problem. This is the first paper to combine value, risk and cost across the value stream showing how this interplay extends beyond product.

The purpose of this paper is to redefine quality in the context of “access” providing higher education institutions (HEIs), through a theoretical lens, in order to find solutions to the wicked problem of access vs quality and “inclusiveness vs excellence” debate in higher education (HE).

This theoretical paper builds upon institutional theory and resource dependency theory to, first, analyse access vs quality debate and, second, provide answers to the undesirable and at times conflicting “trilemma” of scale, cost and quality in HEIs. To achieve the second objective, the paper offers a different perspective to address trilemma by proposing a synergistic coexistence between inclusiveness and excellence through “transformative” quality and learning theory.

“Transformative” quality uses reframing the problem, appraising culture and quality concepts, and eventually develops transformative interventions in access providing HEIs to improve their quality and enhance inclusiveness. Inclusiveness in HEIs needs to be addressed through the investigation of specific hypotheses, for which a closer examination of factors impacting the quality of access providing HEIs has been conducted. The goal is to facilitate a perfect mélange of inclusiveness and excellence in HE and, thus, create a new learning environment.

This paper contributes towards the access vs quality debate through transformative quality by developing transformative interventions and investigating factors affecting quality in HE.

The contribution has several policy, managerial and governance implications. Addressing these implications will enable the promotion of the third mission of HE, that is, to develop graduates who meaningfully engage with the society and their profession.

Quality and inclusiveness is a serious global problem requiring immediate attention and rigorous theory-informed frameworks. Through the investigation of specific factors and proposing meaningful interventions, this paper identifies the need to study a critical issue having global implications and investigates how it can be resolved.

The Malcolm Baldrige National Quality Award Criteria provide key competitive requirements of any business. However, many individuals perceive the criteria as being too complex or impractical to implement. Views the criteria as a basic set of management processes and casts these into the classical framework of managerial roles: planning, organizational, co‐ordinating, directing, and controlling. A sixth category, continuous improvement, extends the classical framework and redefines the role of a manager in the total quality environment.

Discusses the results of a pilot evaluation of the use of computer software to support the quality management system at one motor dealership in the Cowie Group. This focused particularly on its effectiveness at analysing quality non‐compliances logged by staff. This survey highlighted cultural problems, in particular staff resentment towards the quality system, the inadequacies of the software to provide management with the required information, and how the non‐compliance system encouraged hostile relationships between departments. All of these factors hindered the implementation process and meant that no one was willing to use the software. Describes how Cowie Group management sought to overcome these problems and make staff aware of the importance of following the quality system by redefining it in language which it believed staff would more readily understand ‐ that of how much quality non‐compliances cost the Cowie Group in lost profit and the staff in lost potential bonus payments. Looks briefly at attempts made by others to analyse complaints effectively and relates this experience to the Cowie Group situation. Concludes by proposing further research to investigate development of an appropriate quality cost model for the Cowie Group and whether or not this results in the desired improvement in staff attitude.