257,227 research outputs found

    The determinants of the quality of Sales-Marketing Interface in a Multinational Customer Brand Focused Company: The Latin American Branches

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    Customer evolution and changes in consumers, determine the fact that the quality of the interface between marketing and sales may represent a true competitive advantage for the firm. Building on multidimensional theoretical and empirical models developed in Europe and on social network analysis, the organizational interface between the marketing and sales departments of a multinational high-growth company with operations in Argentina, Uruguay and Paraguay is studied. Both, attitudinal and social network measures of information exchange are used to make operational the nature and quality of the interface and its impact on performance. Results show the existence of a positive relationship of formalization, joint planning, teamwork, trust and information transfer on interface quality, as well as a positive relationship between interface quality and business performance. We conclude that efficient design and organizational management of the exchange network are essential for the successful performance of consumer goods companies that seek to develop distinctive capabilities to adapt to markets that experience vertiginous change

    The impact of supply chain management practices on competitive advantage and organizational performance,”

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    Abstract Effective supply chain management (SCM) has become a potentially valuable way of securing competitive advantage and improving organizational performance since competition is no longer between organizations, but among supply chains. This research conceptualizes and develops five dimensions of SCM practice (strategic supplier partnership, customer relationship, level of information sharing, quality of information sharing, and postponement) and tests the relationships between SCM practices, competitive advantage, and organizational performance. Data for the study were collected from 196 organizations and the relationships proposed in the framework were tested using structural equation modeling. The results indicate that higher levels of SCM practice can lead to enhanced competitive advantage and improved organizational performance. Also, competitive advantage can have a direct, positive impact on organizational performance

    Human resource management and organizational performance:evidence from the retail banking sector

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    Underpinned by the resource-based view (RBV), social exchange theory (SET), and a theory of intrinsic motivation (empowerment), I proposed and tested a multi-level model that simultaneously examines the intermediate linkages or mechanisms through which HPWS impact individual and organizational performance. First and underpinned by RBV, I examined at the unit level, collective human capital and competitive advantage as path-ways through which the use of HPWS influences – branch market performance. Second and-, underpinned by social exchange (perceived organizational support) and intrinsic motivation (psychological empowerment) theories, I examined cross and individual level mechanisms through which experienced HPWS may influence employee performance. I tested the propositions of this study with multisource data obtained from junior and senior customer contact employees, and managers of 37 branches of two banks in Ghana. Results of the Structural Equation Modeling (SEM) analysis revealed that (i) collective human capital partially mediated the relationship between management-rated HPWS and competitive advantage, while competitive advantage completely mediated the influence of human capital on branch market performance. Consequently, management-rated HPWS influenced branch market performance indirectly through collective human capital and competitive advantage. Additionally, results of hierarchical linear modeling (HLM) tests of the cross-level influences on the motivational implications of HPWS revealed that (i) management-rated HPWS influenced experienced HPWS; (ii) perceived organizational support (POS) and psychological empowerment fully mediated the influence of experienced HPWS on service-oriented organizational citizenship behaviour (OCB), and; (iii) service-oriented OCB mediated the influence of psychological empowerment and POS on service quality and task performance. I discuss the theoretical and practical implications of these findings

    Quality Management System and Practices

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    Quality is a perceptual, conditional and somewhat subjective attribute of a product or service. Its meaning in business has developed over time. It has been understood differently and interpreted differently by different people. A business will benefit most through focusing on the key processes that provide their customers with products and services. Producers may measure the conformance quality, or degree to which the product or service was made according to the required specification. Customers on the other hand, may focus on the quality specification of a product or service, or compared it with those that are available in the marketplace. In a modern global marketplace, quality is a key competency which companies derive competitive advantage. Achieving quality is fundamental to competition in business in propelling business into new heights. Many quality management philosophies, methodologies, concepts and practices were created by quality gurus to manage quality of product and service in an organization. These practices have evolved over time to create sustainable sources of competitive advantage. New challenges faced by managers are addressed to improve organization’s performance and future competition. In the total quality management form, it is a structured management system adopted at every management levels that focused on ongoing effort to provide product or service. Its integration with the business plan of the organization can exact positive influence on customer satisfaction and organizational performance. This chapter dealt with what is quality and TQM, cost of quality, linking quality management system to organizational performance, its impact on organizations and approaches of implementing TQM and the quality journey

    Impact of Supplier Management Strategies on the Organizational Performance of ISO 9001 Certified Organizations

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    Purpose: The purpose of this article is to discuss the impact of Supplier orientation and the resulting Supply Chain Management (SCM) approach, on the organizational performance of ISO 9001 Quality Management Systems certified organizations. Methodology/Approach: Following a literature review, a full structural conceptual model was proposed. An online survey was administered to managers of Portuguese organizations with certified ISO 9001 Quality Management Systems. Descriptive Statistics and Structural Model Equations were used to validate the proposed conceptual model. Findings: There are positive relationships between Organization Strategy and Supplier Orientation, between Supplier Orientation and Stakeholders Satisfaction, and between Stakeholders Satisfaction and Organizational Performance Orientation, supporting ISO 9001:2015. These findings provide insights that supplier orientation, mediated by stakeholder satisfaction, is an essential tool for organizational competitive sustainable advantage. Research Limitation/implication: The analysis was based on managers of ISO 9001 certified organizations perceptions, so additional studies with actual data and longitudinal studies should be useful for further validation. Originality/Value of paper: The importance of the overall organizational ecosystem is highlighted with potential impact on the more than 1 Million ISO 9001 organizations certified worldwide and in their suppliers

    Total quality management, employee commitment and competitive advantage in Nigerian tertiary institutions. A study of the University of Lagos

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    [EN] The quality of education offered by the tertiary institutions in Nigeria in recent times has critically degenerated. Unfortunately, this has led to the unprecedented rise in the poor quality of Nigerian graduates which contributes to the very alarming high rate of unemployment in the country. This article therefore examines the relationship between total quality management (TQM), employee commitment and competitive advantage among tertiary institutions in Lagos State with a particular focus on the University of Lagos, using a survey research design with a random selection of 350 respondents from a population of 2,047 staff strength across the 11 faculties in the university. The data used for this article were derived from a systematic review of the relevant literature and a structured questionnaire. The data obtained from the questionnaire was subjected to descriptive and inferential statistics. The result showed that the adoption of total quality management practices and employee commitment significantly affects competitive advantage. The findings suggest that proper adoption of TQM practices coupled with employee commitment will guarantee competitive advantage outcomes measured in terms of increase in revenue, customer satisfaction and employee satisfaction. TQM and employee commitment through its principles can successfully contribute to enhanced organizational performance and dynamic competitiveness.Abimbola, B.; Oyatoye, E.; Oyenuga, O. (2020). Total quality management, employee commitment and competitive advantage in Nigerian tertiary institutions. A study of the University of Lagos. International Journal of Production Management and Engineering. 8(2):87-98. https://doi.org/10.4995/ijpme.2020.12961OJS879882Addae-Korankye, A. (2013). Total quality management (TQM): a source of competitive advantage. a comparative study of manufacturing and service firms in Ghana. International Journal of Asian Social Science, 3(6), 1293-1305.Adediran, O., Adediran, O. (2008). Total quality management: a test of the effect of TQM on performance and stakeholder satisfaction (Master's thesis). School of Management, Blekinge Institute of Technology.Alamutu, S.A, Hotepo, O.M, Oyeobu, A.J., Nwatulegwu, B.I. (2012). An evaluation of total quality management practices on business performance of the Nigerian telecommunications sector: a case study of MTN Nigeria Limited. Proc. ICCEM, 155-166Allen, M., Brady, R. (1997). Total quality management, organizational commitment, perceived organizational support, and intraorganizational communication, Management Communication Quarterly, 10(3), 316-341. https://doi.org/10.1177/0893318997010003003Ali, M., Shastri, R.K (2010). Implementation of total quality management in higher education. Asian Journal of Business Management, 2(1), 9-16.Al-Rfou, A.N. (2012). Achieving competitive advantage through enterprise resource planning system (ERP). Empirical evidence from Jordan. International Journal of Asian Social Sciences, 2(6), 805-857.Blackburn, R., Rosen, B. (1993). Total quality and human resources management: Lessons learned from Baldrige Award-winning companies. Academy of Management Perspectives, 7(3), 49-66. https://doi.org/10.5465/ame.1993.9411302347Camp, R.C. (1993). A bible for benchmarking, by Xerox, Financial Executive, 9(4),23-7.Daft, R. (1991). Management. Chicago: Dryden Press.Dale, B.G., Boaden, R.J., Lascelles D.M. (1994). 'Total quality management - an overview, managing quality (edited by Dale, B. G.), New York: Prentice Hall.Dixit, V., Bhati, M. (2012). A study about employee commitment and its impact on sustained productivity in Indian auto-component industry. European Journal of Business and Social Sciences, 1(6), 34-51.Economou, V.P., Chatzikonstantinou, P.G. (2009). Gaining company's sustained competitive advantage, is really a necessary precondition for improved organizational performance? The case of TQM. European Research Studies, 12(3), 83-100. https://doi.org/10.35808/ersj/233EFQM (2020). The EFQM Model. Retrieved from http://www.efqm.org/ [Accessed 25 May 2020].Farooq, M.S., Akhtar, M.S, Ullah, S.Z., Memon, R.A. (2007). Application of total quality management in education. Journal of Quality and Technology Management: III, (I1), 87-97.Ganapavarapu L.K., Prathigadapa, S. (2015). Study on total quality management for competitive advantage in international business. Arabian Journal Business Management Review, 5(3).Ganguly, A. (2015). Exploring total quality management (TQM) approaches in higher education institutions in a globalized environment-case analysis of UK and Sweden. British Journal of Education, 3(7), 83-106.Gasperz, V. (2005). Total quality control. Catakan Keempat, Jakarta: PT. GramediaPustoka Utama.George, J.M., Jones, G.R. (1996). Understanding and managing organizational behavior. California: Addison-Wesley Publishing Company, Inc.Karia, N., Asaari, M. (2006). The effects of total quality management practices on employees' work-related attitudes, The TQM Magazine, 18(1), 30-43. https://doi.org/10.1108/09544780610637677Kothari, C.I. (2004). Research methodology, methods & techniques (2nd ed.). New Delhi: New Age International Publishers Limited.Kruger, V. (2001). Main schools of TQM: the big five. The TQM magazine, 13(3), 146-155. https://doi.org/10.1108/09544780110366042Lamptey, S.O. (2009). Quality management systems of Unilever Ghana limited (Master's thesis). St. Clement University, Turks and Caicos Island.Mathur, P. (2015). Achieving competitive advantage through employees. International Journal of Arts, Humanities and management sciences, 1(9), 66-71.Mehra, S., Hoffman, J.M., Sirias, D. (2001). TQM as a management strategy for the next millennia. International Journal of Operations & Production Management, 21(5/6), 855-876. https://doi.org/10.1108/01443570110390534Moja, T. (2000). Nigeria Education Sector Analysis: An analytical synthesis of performance and main issues. World Bank: New YorkMullins, L. (2009). Management and Organizational Behaviour, 5th Edition. Portsmouth: Pitman Publishing.Najafabadi, H.N, Sadeghi S., Habibzadeh, P. (2008). Total quality management in higher education case study: quality in practice at university college of BorĂĄs (Master's thesis). Institution for Engineering School, University College of BorĂĄs.Ngambi, M.T., Nkemkiafu, A.G. (2015). The impact of total quality management on firm's organizational performance. American Journal of Management, 15(4), 69.Ogini, J.A. (2020). Job promotion and employee commitment of public hospitals in Rivers State, Nigeria. International Journal of Economics and Business Management, 6(1), 10.Ongori H. (2007). A review of the literature on employee turnover. 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    High Performance Work Systems

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    Research, summarized and classified in the work of Delery and Doty (1996), Guest (1997), Paauwe and Richardson (1997) and Boselie et al. (2001), suggests significant impact of Human Resources Management (HRM) on the competitive advantage of organizations. The mainstream research on this topic reveals encouraging results on organizational level. Also in relation to Total Quality Management (TQM) there is research evidence that 'best practices' and/or 'high performance work systems' (HPWS) can be identified having positive impact on the performance of an organization (Waldman, 1994; Hendricks and Singhal, 1997 and 2001; Blackburn and Rosen, 1993). Delery and Shaw (forthcoming in 2002) allege a need for "research on research" in the area of HPWS and performance, more precisely research on organizational-level research methods. We argue that further "research on research" on the perception of the individual employee may also reveal new (methodological) insights in the effects of HRM and/or TQM practices on performances in organizations. The purpose of this paper is to (1) review methodological problems in empirical literature on HRM/TQM and performance and to (2) test the stability of HRM/TQM factors (or constructs) over time. We have the opportunity to analyze longitudinal data (1998 and 2000) of individual employee perceptions from the Ernst & Young company in the Netherlands. The HRM/TQM constructs appear to be relatively stable over time, just like the relationship between these constructs and performance.employee morale;total quality management (TQM);employee satisfaction;high performance work systems (HPWS);human resource management (HRM)

    Investigating the Role of Excellent Model in the Competitive Market with Impact on The Economy

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    Abstract. Nowadays, gaining competitive advantage depends on the organization’s capability to moving towards excellence and superiority in various dimensions. Creating competition with ethical principles means that, with scientific methods and strategic planning step towards strengthening the organization performance in the competitive market. There are many ways to gain the competitive market advantage and all that need to be appropriate and accordance with the cultural, political, human and structural conditions. Between all ways, one of the solutions that is more culturally, humane, and structurally appropriate to the organizational and the local business environment, and  in practice, some organizations have proven it to be as a high-value or excellent and standard model, can name a model of  E.F.Q.M (EUROPEAN, FOUNDATION, QUALITY, MANAGEMENT).Research methodology – This paper focuses on a conceptual analysis of the relations among establishing an excellence model in the organization and gaining competitive advantage. Here the EFQM excellence model is considered as a suitable framework for achieving the competitive advantage in the market for the organization. The revision of academic literature and logical analysis are the main methodological tools.Findings –  The study shows that establishing competitive advantage foundations and excellence model in the organization and then evaluate and assessing them based on the components mentioned here, can achieve competitive advantage for the organization in the global scale, and in this sense, it is possible to define relationships and impact between each component of excellent model and those coming from the model on the competitive advantage

    Investigating the Role of Excellent Model in the Competitive Market with Impact on The Economy

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    Abstract. Nowadays, gaining competitive advantage depends on the organization’s capability to moving towards excellence and superiority in various dimensions. Creating competition with ethical principles means that, with scientific methods and strategic planning step towards strengthening the organization performance in the competitive market. There are many ways to gain the competitive market advantage and all that need to be appropriate and accordance with the cultural, political, human and structural conditions. Between all ways, one of the solutions that is more culturally, humane, and structurally appropriate to the organizational and the local business environment, and  in practice, some organizations have proven it to be as a high-value or excellent and standard model, can name a model of  E.F.Q.M (EUROPEAN, FOUNDATION, QUALITY, MANAGEMENT).Research methodology – This paper focuses on a conceptual analysis of the relations among establishing an excellence model in the organization and gaining competitive advantage. Here the EFQM excellence model is considered as a suitable framework for achieving the competitive advantage in the market for the organization. The revision of academic literature and logical analysis are the main methodological tools.Findings –  The study shows that establishing competitive advantage foundations and excellence model in the organization and then evaluate and assessing them based on the components mentioned here, can achieve competitive advantage for the organization in the global scale, and in this sense, it is possible to define relationships and impact between each component of excellent model and those coming from the model on the competitive advantage

    Green Supply Chain Management: Strategy to Gain Competitive Advantage

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    advantage and improving organizational performance. With increasing competition in today's global market, the firms have to look to the modern strategic manners, in order to gain sustainable organization and competitive advantage. GSCM as a new innovative managerial tool can be used as a strategic weapon to gain competitiveness and to promote the firms environmental and financial performance simultaneously (Hajikhani et al., 2012). GSCM as a strategy to gain competitive advantage means the orienting empirical study shows that there is a substantial interest amongst the companies to take action to decrease their environmental impact. The goal of adding value to the business and reducing costs in all parts of the production system is identified as key drivers in order to increase competitiveness. The companies agree that the common manufacturing objectives such as cost, quality, delivery and flexibility will not be enough in order to stay competitive when external stakeholders require an increased focus on sustainability. Hence, a need for investigating how environmental sustainability can be integrated to create a competitive production system has been identified. The perspective then changes from greening as a burden to greening as a potential source of competitive advantage. According to Simpson and Samson (2008) there are 4 (four) strategies to gain competitive advantage in the use of GSCM: (1) Risk-based Strategies, (2) Efficiency-based Strategies, (3) Innovation-based Strategies, and (4) Closed-loop Strategies. Keywords: Green supply chain management (GSCM), competitive advantage, risk-based strategies,  efficiency-based strategies, innovation-based strategies, and closed-loop strategies
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