A systematic literature review of Total Quality Management (TQM) implementation in the organization

[EN] In today’s market situation and complex business environment, organization must be able to deliver the customer’s requirement and the expectations which are critical to the satisfaction such as high product quality, faster delivery and competitive cost. Organization need to apply a comprehensive concept and method on managing those requirements. The concept of Total Quality Management (TQM) is considered as one of a popular concept used to manage the quality of product and services comprehensively. This research is to observe is this concept and method still relevant to be use and effectively improved the business performance as well as customer satisfaction. It is a systematic literature review to the literatures from many industry sectors that were collected and reviewed in detail. The result show that this concept is still being used by many organizations around the world and its successfully help the organization to improve their competitiveness, business growth and the sustainability as well as increase employee’s morale.This article was completed thanks to the financial support from the university of Mercu Buana, Jakarta-Indonesia. It also completed with the purpose and motivation of the authors to have an innovate research thinking as well as the contribution to the future researcher.Permana, A.; Purba, H.; Rizkiyah, N. (2021). A systematic literature review of Total Quality Management (TQM) implementation in the organization. International Journal of Production Management and Engineering. 9(1):25-36. https://doi.org/10.4995/ijpme.2021.13765OJS253691Alanazi, M.H. (2020). The mediating role of primary TQM factors and strategy in the relationship between supportive TQM factors and organisational results: An empirical assessment using the MBNQA model. 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Analisis Pengaruh Quality, Image, Brand Equity, dan Value terhadap Loyalitas Seller sebagai Salah Satu Partner E-marketplace di Lazada Indonesia

Penelitian ini bertujuan untuk mengetahui pengaruh dari beberapa faktor yaitu quality, image, brand equity dan value terhadap loyalitas seller sebagai salah satu partner e-marketplace di Lazada Indonesia. Sampel diambil dengan menggunakan metode purposive sampling, dengan jumlah sampel sebanyak 82 responden. Teknik pengumpulan data menggunakan kuesioner dan literatur. Metode analisis yang digunakan adalah metode analisis regresi berganda untuk mengetahui pengaruh antara variabel-variabel bebas terhadap variabel terikat. Hasil penelitian ini menunjukkan bahwa; 1). Kualitas e-marketplace tidak berpengaruh positif dan siginifikan terhadap loyalitas seller 2). Citra Perusahaan penyedia e-marketplace berpengaruh positif dan signifikan terhadap loyalitas seller 3). Ekuitas brand Perusahaan e-marketplace berpengaruh positif dan signifikan terhadap loyalitas seller 4). Nilai yang dimiliki oleh Perusahaan e-marketplace berpengaruh positif dan signifikan terhadap loyalitas seller 5). Kualitas Pelayanan, citra Perusahaan, ekuitas brand dan nilai Perusahaan secara bersama-sama berpengaruh positif dan signifikan terhadap loyalitas seller sebagai salah satu partner e-marketplace di Lazada Indonesia. Loyalitas seller sebagai salah satu partner e-marketplace di Lazada Indonesia terbukti dipengaruhi oleh keempat variabel yang diteliti yaitu sebesar 74% dan sisanya 26% dipengaruhi oleh faktor atau variabel-variabel lainnya.Kata Kunci: Quality, Image, Brand Equity, Value, Loyalitas Seller2 This study aims to determine the effect of e-service quality, image, brand equity, and value to seller's loyalty as a partner in Lazada Indonesia e-marketplace. Samples were taken by using purposive sampling method, with the total number of sample is 82 respondents. The technique of collecting data is using questionnaires and literatures. The analytical method that used in this research is multiple regression analysis to determine the effect of independent variables on the dependent variable. The results of this study indicate that; 1). E-service quality does not affect significantly on seller's loyalty. 2). Image has a possitive and significant effect on seller's loyalty. 3). Brand Equity has a possitive and significant effect on seller's loyalty. 4). Value has a possitive and significant effect on seller's loyalty. 5). E-Service quality, value, brand equity, and value jointly has a positive and significant effect on seller's loyalty as a partner in Lazada Indonesia e-marketplace. The seller's loyalty shown to be affected by the independent variables in this study at 74% and 26% is influenced by other factors or variables.Keywords: Quality, Image, Brand Equity, Value, Seller's Loyalty DAFTAR PUSTAKA Arikunto, Suharsimi. 2006. Prosedur Penelitian Suatu Pendekatan Praktik. Jakarta: Rineka Cipta. 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Knowledge, Promotional Events, and the Contribution of Clustering to Innovation

This is an author's accepted manuscript of an article published in: “Journal of Promotion Management"; Volume 21, Issue 4, 2015; copyright Taylor & Francis; available online at: http://dx.doi.org/10.1080/10496491.2015.1051407This research provides insight on the mechanisms through which knowledge acquired through promotional events and through spatial co-location simultaneously sustains firm s innovation. Applying the concept of temporary clusters to promotional events, we simultaneously test how internal resources mediating effect and promotional events moderating role affect innovation in clusters. Regression analyses with nonparametric bootstrapping and a large sample of Spanish clusters confirm the synergies derived from the combination of internal resources, local relationships, and complementary foreign events. Although extra-cluster linkages increase this effect, synergies creation requires attendance to international exhibitions or conventions. Valuable implications for practitioners and policy makers are discussed.Belso Martínez, JA.; Mas Verdú, F.; Roig Tierno, H. (2015). Knowledge, Promotional Events, and the Contribution of Clustering to Innovation. Journal of Promotion Management. 21(4):504-515. doi:10.1080/10496491.2015.1051407S504515214Asheim, B. T., & Isaksen, A. (2002). The Journal of Technology Transfer, 27(1), 77-86. doi:10.1023/a:1013100704794Autant-Bernard, C., Billand, P., Frachisse, D., & Massard, N. (2007). Social distance versus spatial distance in R&D cooperation: Empirical evidence from European collaboration choices in micro and nanotechnologies. Papers in Regional Science, 86(3), 495-519. doi:10.1111/j.1435-5957.2007.00132.xBathelt, H., Malmberg, A., & Maskell, P. (2004). Clusters and knowledge: local buzz, global pipelines and the process of knowledge creation. Progress in Human Geography, 28(1), 31-56. doi:10.1191/0309132504ph469oaBathelt, H., & Schuldt, N. (2008). Between Luminaires and Meat Grinders: International Trade Fairs as Temporary Clusters. Regional Studies, 42(6), 853-868. doi:10.1080/00343400701543298Boschma, R. (2005). Proximity and Innovation: A Critical Assessment. Regional Studies, 39(1), 61-74. doi:10.1080/0034340052000320887Cohen, W. M., & Levinthal, D. A. (1990). Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Science Quarterly, 35(1), 128. doi:10.2307/2393553Geigenmüller, A. (2010). The role of virtual trade fairs in relationship value creation. Journal of Business & Industrial Marketing, 25(4), 284-292. doi:10.1108/08858621011038243Giner, J. M., & María, M. J. S. (2002). ‘Territorial systems of small firms in Spain: an analysis of productive and organizational characteristics in industrial districts’. Entrepreneurship & Regional Development, 14(3), 211-228. doi:10.1080/08985620210136009Giuliani, E., & Bell, M. (2005). The micro-determinants of meso-level learning and innovation: evidence from a Chilean wine cluster. Research Policy, 34(1), 47-68. doi:10.1016/j.respol.2004.10.008Hervas-Oliver, J.-L., & Albors-Garrigos, J. (2008). The role of the firm’s internal and relational capabilities in clusters: when distance and embeddedness are not enough to explain innovation. Journal of Economic Geography, 9(2), 263-283. doi:10.1093/jeg/lbn033Lagendijk, A., & Lorentzen, A. (2007). Proximity, Knowledge and Innovation in Peripheral Regions. On the Intersection between Geographical and Organizational Proximity. European Planning Studies, 15(4), 457-466. doi:10.1080/09654310601133260Ling-yee, L. (2006). Relationship learning at trade shows: Its antecedents and consequences. Industrial Marketing Management, 35(2), 166-177. doi:10.1016/j.indmarman.2005.03.006Lorentzen, A. (2007). The Geography of Knowledge Sourcing—A Case Study of Polish Manufacturing Enterprises. European Planning Studies, 15(4), 467-486. doi:10.1080/09654310601133252Markusen, A. (1996). Sticky Places in Slippery Space: A Typology of Industrial Districts. Economic Geography, 72(3), 293. doi:10.2307/144402McCann, B. T., & Folta, T. B. (2011). Performance differentials within geographic clusters. Journal of Business Venturing, 26(1), 104-123. doi:10.1016/j.jbusvent.2009.04.004Palumbo, F., & Herbig, P. A. (2002). Trade Shows and Fairs. Journal of Promotion Management, 8(1), 93-108. doi:10.1300/j057v08n01_09Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007). Addressing Moderated Mediation Hypotheses: Theory, Methods, and Prescriptions. Multivariate Behavioral Research, 42(1), 185-227. doi:10.1080/00273170701341316Ramírez-Pasillas, M. (2008). Resituating Proximity and Knowledge Cross-fertilization in Clusters by Means of International Trade Fairs. European Planning Studies, 16(5), 643-663. doi:10.1080/09654310802049158Ramírez-Pasillas, M. (2010). International trade fairs as amplifiers of permanent and temporary proximities in clusters. Entrepreneurship & Regional Development, 22(2), 155-187. doi:10.1080/08985620902815106Rinallo, D., & Golfetto, F. (2011). Exploring the Knowledge Strategies of Temporary Cluster Organizers: A Longitudinal Study of the EU Fabric Industry Trade Shows (1986-2006). Economic Geography, 87(4), 453-476. doi:10.1111/j.1944-8287.2011.01127.xRychen, F., & Zimmermann, J.-B. (2008). Clusters in the Global Knowledge-based Economy: Knowledge Gatekeepers and Temporary Proximity. Regional Studies, 42(6), 767-776. doi:10.1080/00343400802088300Tafesse, W., & Korneliussen, T. (2012). Managing Trade Show Campaigns: Why Managerial Responsibilities Matter? Journal of Promotion Management, 18(2), 236-253. doi:10.1080/10496491.2012.668434Tanner, J. F., & Chonko, L. B. (2002). Using Trade Shows Throughout the Product Life Cycle. Journal of Promotion Management, 8(1), 109-125. doi:10.1300/j057v08n01_10Torre, A. (2008). On the Role Played by Temporary Geographical Proximity in Knowledge Transmission. Regional Studies, 42(6), 869-889. doi:10.1080/00343400801922814Wolfe, D. A., & Gertler, M. S. (2004). Clusters from the Inside and Out: Local Dynamics and Global Linkages. Urban Studies, 41(5-6), 1071-1093. doi:10.1080/00420980410001675832Wood, E. H. (2009). Evaluating Event Marketing: Experience or Outcome? Journal of Promotion Management, 15(1-2), 247-268. doi:10.1080/1049649090289258

Performance factors for successful business incubators in Indonesian public universities

Measuring the performance of business processes is already a main concern for both faculty and enterprise players, since organizations are motivated to reach the productivity stage. Employing a performance achievement framework for the relationship between business incubator success factors will guarantee connection with commercial schemes, which support a high level of performance indicators in successful business incubator models. This research employs a quantitative approach, with the data analyzed using the IBM SPSS version 23 and Smart PLS version 3 statistical software packages. Employing a sample of 95 incubator managers from 19 universities which geographically located in Indonesia, it is shown that the image of business incubator factors has a positive effect on incubator performance. The study investigates the relationship between incubator performance and business incubator success factors in Indonesia. It was found that IT, as part of the business incubators’ facets/abilities, partially supports their performance; that the entry criteria directly support the performance of the incubators; that mentoring networks also support the performance, with good infrastructure systems as a moderating factor; that funding supports the performance of business incubators, also with good infrastructure systems as a moderating factor; and that university regulations and government support and protection enhance the performance of business incubators, with credits and rewards as a moderating factor. In addition, a variety of indicators from the local context affiliate positively to promote a community that highlighted the incubators’ strategies.N/

Sustainability and Kaizen: Business Model Trends in Healthcare

[EN] Kaizen, or continuous improvement, is a management tool that allows the identification of activities that have no value in the processes examined. This identification leads to the improvement of these processes within any organization and promotes economic and social sustainability, and to a lesser extent environmental sustainability. Kaizen, already widely and successfully employed in the industrial sector, is now being applied in the health sector. However, the health sector tends to publish only the results of how processes have been improved in finely focused areas and the resulting benefits. The majority of the benefits focus on time and cost reduction. In this study, the authors carried out a bibliometric analysis using the Scimat program, which maps the thematic evolution of Kaizen in the health sector and its relationship with sustainability, in order to promote the interest of the health sector for this type of process improvement. The findings confirm that the implementation of Kaizen is recent and constantly evolves and grows, and that it can help economic and social sustainability, and to a lesser extent environmental sustainability.Morell-Santandreu, O.; Santandreu Mascarell, C.; García Sabater, JJ. (2020). Sustainability and Kaizen: Business Model Trends in Healthcare. Sustainability. 12(24):1-28. https://doi.org/10.3390/su122410622S1281224Sepetis, A. (2019). Sustainable Health Care Management in the Greek Health Care Sector. Open Journal of Social Sciences, 07(12), 386-402. doi:10.4236/jss.2019.712030Sustainable Healthcare—Working towards the Paradigm Shift https://www.anhinternational.org/wp-content/uploads/old/files/100617SustainableHealthcare_White-Paper.pdfWeisz, U., Haas, W., Pelikan, J. M., & Schmied, H. (2011). Sustainable Hospitals: A Socio-Ecological Approach. GAIA - Ecological Perspectives for Science and Society, 20(3), 191-198. doi:10.14512/gaia.20.3.10McGain, F., & Naylor, C. (2014). Environmental sustainability in hospitals – a systematic review and research agenda. Journal of Health Services Research & Policy, 19(4), 245-252. doi:10.1177/1355819614534836D’Andreamatteo, A., Ianni, L., Lega, F., & Sargiacomo, M. (2015). Lean in healthcare: A comprehensive review. Health Policy, 119(9), 1197-1209. doi:10.1016/j.healthpol.2015.02.002Norazlan, A. N. I., Habidin, N. F., Roslan, M. H., & Zainudin, M. Z. (2014). Investigation of kaizen blitz and sustainable performance for Malaysian healthcare industry. International Journal of Quality and Innovation, 2(3/4), 272. doi:10.1504/ijqi.2014.066381Patient Safety in Developing and Transitional Countries 2012 www.who.int/patientsafety/research/emro_afro_report.pdfElmontsri, M., Almashrafi, A., Banarsee, R., & Majeed, A. (2017). Status of patient safety culture in Arab countries: a systematic review. BMJ Open, 7(2), e013487. doi:10.1136/bmjopen-2016-013487Paul Brunet, A., & New, S. (2003). Kaizenin Japan: an empirical study. International Journal of Operations & Production Management, 23(12), 1426-1446. doi:10.1108/01443570310506704Ferreira, D. M. C., & Saurin, T. A. (2019). A complexity theory perspective of kaizen: a study in healthcare. Production Planning & Control, 30(16), 1337-1353. doi:10.1080/09537287.2019.1615649Chahal, H., & Fayza, N. A. (2016). An exploratory study on kaizen muda and organisational sustainability: patients’ perspective. International Journal of Lean Enterprise Research, 2(1), 81. doi:10.1504/ijler.2016.078249Ishijima, H., Nishikido, K., Teshima, M., Nishikawa, S., & Gawad, E. A. (2019). Introducing the «5S-KAIZEN-TQM» approach into public hospitals in Egypt. International Journal of Health Care Quality Assurance, 33(1), 89-109. doi:10.1108/ijhcqa-06-2018-0143Mazzocato, P., Stenfors-Hayes, T., von Thiele Schwarz, U., Hasson, H., & Nyström, M. E. (2016). Kaizen practice in healthcare: a qualitative analysis of hospital employees’ suggestions for improvement. BMJ Open, 6(7), e012256. doi:10.1136/bmjopen-2016-012256Gowen, C. R., McFadden, K. L., & Settaluri, S. (2012). Contrasting continuous quality improvement, Six Sigma, and lean management for enhanced outcomes in US hospitals. American Journal of Business, 27(2), 133-153. doi:10.1108/19355181211274442Grove, A. L., Meredith, J. O., MacIntyre, M., Angelis, J., & Neailey, K. (2010). UK health visiting: challenges faced during lean implementation. Leadership in Health Services, 23(3), 204-218. doi:10.1108/17511871011061037Ho, S. K. M. (2010). Integrated lean TQM model for global sustainability and competitiveness. The TQM Journal, 22(2), 143+-158. doi:10.1108/17542731011024264DelliFraine, J. L., Langabeer, J. R., & Nembhard, I. M. (2010). Assessing the Evidence of Six Sigma and Lean in the Health Care Industry. Quality Management in Health Care, 19(3), 211-225. doi:10.1097/qmh.0b013e3181eb140eSouza, J. P. E., & Alves, J. M. (2018). Lean-integrated management system: A model for sustainability improvement. Journal of Cleaner Production, 172, 2667-2682. doi:10.1016/j.jclepro.2017.11.144Costa, L. B. M., & Godinho Filho, M. (2016). Lean healthcare: review, classification and analysis of literature. Production Planning & Control, 27(10), 823-836. doi:10.1080/09537287.2016.1143131Costa, D. G. da, Pasin, S. S., Magalhães, A. M. M. de, Moura, G. M. S. S. de, Rosso, C. B., & Saurin, T. A. (2018). Analysis of the preparation and administration of medications in the hospital context based on Lean thinking. Escola Anna Nery, 22(4). doi:10.1590/2177-9465-ean-2017-0402Van Aken, J., Chandrasekaran, A., & Halman, J. (2016). Conducting and publishing design science research. Journal of Operations Management, 47-48(1), 1-8. doi:10.1016/j.jom.2016.06.004Glover, W. J., Farris, J. A., Van Aken, E. M., & Doolen, T. L. (2011). Critical success factors for the sustainability of Kaizen event human resource outcomes: An empirical study. International Journal of Production Economics, 132(2), 197-213. doi:10.1016/j.ijpe.2011.04.005Glover, W. J., Liu, W., Farris, J. A., & Van Aken, E. M. (2013). Characteristics of established kaizen event programs: an empirical study. International Journal of Operations & Production Management, 33(9), 1166-1201. doi:10.1108/ijopm-03-2011-0119Aij, K. H., & Rapsaniotis, S. (2017). Leadership requirements for Lean versus servant leadership in health care: a systematic review of the literature. Journal of Healthcare Leadership, Volume 9, 1-14. doi:10.2147/jhl.s120166Garcia, S., Cintra, Y., Torres, R. de C. S. R., & Lima, F. G. (2016). Corporate sustainability management: a proposed multi-criteria model to support balanced decision-making. Journal of Cleaner Production, 136, 181-196. doi:10.1016/j.jclepro.2016.01.110The Sustainability Yearbook 2014 https://www.p-plus.nl/resources/articlefiles/SustainabilityYearbook2014.pdfRebelo, M. F., Santos, G., & Silva, R. (2016). Integration of management systems: towards a sustained success and development of organizations. Journal of Cleaner Production, 127, 96-111. doi:10.1016/j.jclepro.2016.04.011Cobo, M. J., López-Herrera, A. G., Herrera-Viedma, E., & Herrera, F. (2011). An approach for detecting, quantifying, and visualizing the evolution of a research field: A practical application to the Fuzzy Sets Theory field. Journal of Informetrics, 5(1), 146-166. doi:10.1016/j.joi.2010.10.002Cobo, M. J., López-Herrera, A. G., Herrera-Viedma, E., & Herrera, F. (2012). SciMAT: A new science mapping analysis software tool. Journal of the American Society for Information Science and Technology, 63(8), 1609-1630. doi:10.1002/asi.22688Martínez-Jurado, P. J., & Moyano-Fuentes, J. (2014). Lean Management, Supply Chain Management and Sustainability: A Literature Review. Journal of Cleaner Production, 85, 134-150. doi:10.1016/j.jclepro.2013.09.042López-Robles, J.-R., Guallar, J., Otegi-Olaso, J.-R., & Gamboa-Rosales, N.-K. (2019). El profesional de la información (EPI): Bibliometric and thematic analysis (2006-2017). El Profesional de la Información, 28(4). doi:10.3145/epi.2019.jul.17WOS Database Available from the Spanish Foundation for Science and Technology https://www.recursoscientificos.fecyt.es/Fundación Española para la Ciencia y la Tecnología (FECYT) www.fecyt.esJiménez-García, M., Ruiz-Chico, J., Peña-Sánchez, A. R., & López-Sánchez, J. A. (2020). A Bibliometric Analysis of Sports Tourism and Sustainability (2002–2019). Sustainability, 12(7), 2840. doi:10.3390/su12072840Chiarini, A., Baccarani, C., & Mascherpa, V. (2018). Lean production, Toyota Production System and Kaizen philosophy. The TQM Journal, 30(4), 425-438. doi:10.1108/tqm-12-2017-0178Garcia, J. A. M., Sabater, J. J. G., & Bonavia, T. (2009). The impact of Kaizen Events on improving the performance of automotive components’ first-tier suppliers. International Journal of Automotive Technology and Management, 9(4), 362. doi:10.1504/ijatm.2009.028524Schwerdtle, P. N., Maxwell, J., Horton, G., & Bonnamy, J. (2019). ‘12 tips for teaching environmental sustainability to health professionals’. Medical Teacher, 42(2), 150-155. doi:10.1080/0142159x.2018.1551994Vergunst, F., Berry, H. L., Rugkåsa, J., Burns, T., Molodynski, A., & Maughan, D. L. (2019). Applying the triple bottom line of sustainability to healthcare research—a feasibility study. International Journal for Quality in Health Care, 32(1), 48-53. doi:10.1093/intqhc/mzz049Aznar Mínguet, P., & Barrón Ruiz, Á. (2017). El desarrollo humano sostenible: un compromiso educativo. Teoría de la Educación. Revista Interuniversitaria, 29(1), 25-53. doi:10.14201/teoredu291253Herrera, J., & de las Heras-Rosas, C. (2020). Corporate Social Responsibility and Human Resource Management: Towards Sustainable Business Organizations. 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Toward some operational principles of sustainable development. Ecological Economics, 2(1), 1-6. doi:10.1016/0921-8009(90)90010-

Strategic Marketing Management in the Nigerian Oil and Gas Industry:a Theoretical Framework

The purpose of this paper is to review the literature on strategic marketing management .. This study adopted a expost facto research methodology to examine the strategic marketing management literature in an attempt to attain their desired level of performance. The overall findings suggest that strategic marketing is a driver of organizational positioning in a dynamic environment, and that it helps to enhance the development of new product/service for existing markets. These findings, along with other interesting findings of the study, are discussed. From the empirical and anecdotal managerial evidence as well as from the literature implications are drawn for the efficient and effective strategic marketing practices in the Nigerian oil and gas industry. Based on the findings of the study, the concepts and principles of total quality management within a holistic framework it is recommended that (i) efforts should be made by organizational marketers towards understanding the relevant economic factors that affect both clients’ behaviour and the strategic options that may be adopted to cope with such behaviours; ((ii) in a constantly changing business environment, firms can adopt different strategic marketing practices since the yardstick is the enhancement of business performance

Toward Strategy Implementation Success: An Empirical Study of the Role of Senior-Level Leaders in the Nevada Gaming Industry

The study is an investigation of the relationship between effective leadership behavior and successful strategy implementation in the Nevada casino industry. The study\u27s findings mostly agree with earlier research on the concept of strategy implementation and reaffirm the role that strategic consensus plays in the strategy implementation process. The study also reinforces findings that frequent communication up and down the organization structure enhances strategic consensus through the fostering of shared attitudes and values. In addition, it reaffirms the concept that an organization which ties rewards to the success of the strategy employed is rewarded with higher levels of organizational performance and concludes that strategy implementation plans must be clearly developed, indicating particular tasks for individuals, with clear-cut time frames, and identifying the people responsible for task completion

Understanding Critical Variables for Customer Relationship Management in Higher Education Institution from Employees Perspective

The aim of this paper is to evaluate the critical success factors and investigate the benefits that might be gained once implementing Electronic Customer Relationship Management at HEI from employee perspective. The study conducted at Al Quds Open University in Palestine and data collected from (300) employee through a questionnaire which consist of four variables. A number of statistical tools were intended for hypotheses testing and data analysis, including Spearman correlation coefficient for Validity, reliability correlation using Cronbach’s alpha, and Frequency and Descriptive analysis. The overall findings of the current study show that all the features were important for staff and it was critical success factors, at the same time, websites were providing all the features discussed by the theory whereas staff showed their willingness to use those features if provided. It is also discovered that implementing Electronic Customer Relationship Management can cause staff retention, were provided efficiently and needed to be improved. Research limitations: The survey findings were based on QOU employee in Palestine, UAE and KSA branches not included in the study