How to achieve excellence in the new service development process: the role of innovative culture, market orientation and management support

Despite the importance of the new service development process for new service success, little is known about the drivers of new service development process excellence or how to execute this process while including all important stages and guaranteeing excellence in the execution of each stage. This study analyses the role of innovative culture, market orientation, and top management support as antecedents of new service development process excellence in hotels. The results obtained for a sample of 133 hotels provide useful insights into how to improve new service performance. Both innovative culture and market orientation have a positive impact on new service development process excellence, although top management support has the strongest effect. New service development process excellence benefits new service quality, which reinforces new service market performance. The robustness of our findings is tested considering innovation type (radical versus incremental services)

Supply Chain Model for Universities Management According to Education Criteria for Performance Excellence in Thailand

The research was aimed to study and to evaluate the appropriateness of supply chain model for universities management according to education Criteria for performance excellence in Thailand. The samples in the research study consisted of ten purposively selected experts in supply chain. he research instruments included supply chain model for universities management according to education Criteria for performance excellence in Thailand and the evaluation form regarding the appropriateness of the model process Data were analysed using mean and standard deviation . The research findings model consists of seven components namely main components ,suppliers, Manufacture, excellence university , Customers, Satisfaction, feedback and to sum up, supply chain model for universities management according to education Criteria for performance excellence in Thailand process is appropriate and applicable to real practice.

The Availability of the Resource Standard and Partnership as One of the Possibilities of Excellence in Palestinian Universities According to the European Model

The study aimed to identify the availability of the resource and partnership standard as one of the possibilities of excellence in Palestinian universities according to the European model. The study used the analytical descriptive method. The study was conducted on the university leadership at Al - Azhar and Islamic Universities, where the study population consisted of (282) individuals. The study sample consisted of (135) individuals, (119) of them responded, and the questionnaire was used in collecting the data. The study has reached a number of results, the most important of which is the existence of a high standard of resources and partnership in the Palestinian public universities operating in the southern governorates. The fields of the resource and partnership criteria were as follows: (79.8%) management of internal and external partnerships; management of technical resources (technology) (76.4%), Buildings, equipment and resources (76%), Finance Management (72.8%). The study presented a number of recommendations, the most important of which is: Increasing the interest of universities in applying the criteria of resources and partnership as one of the criteria of excellence, increasing the interest of universities in managing finance and obtaining funding for their various activities, periodic maintenance of buildings and equipment and ensuring their suitability to the requirements of the educational process

Knowledge management in public university: Empirical relationships between learning organization and knowledge management process of tacit knowledge

Universities have long been recognised as avenues for teaching and learning, research and discovery, as well as providers of services to the society through the application of knowledge. To strive for academic excellence, it is imperative for public universities to become a learning organization (LO).This can be done by integrating the conceptual relationship between learning organization and knowledge management process (KMP) to enhance the academic excellence of the public universities. Hence, this paper attempts to develop an empirical research model which examines the relationship between learning organisation and knowledge management process of tacit knowledge in a public university in Malaysia. The objective of this research project is to empirically investigate the conceptual relationship between the seven dimensions of the LO and the transfer process of tacit knowledge through knowledge management (KM) concept.A survey questionnaire was employed as the main instrument to collect data from the academicians in this university.The empirical findings of this study provide an initial step forward in identifying the significant conceptual relationship between the relevant dimensions of a learning organisation and the effective knowledge management process of tacit knowledge which can drive the future value for academic excellence of a public university

Appreciative Management – A Management based on Excellence

Appreciative management support organizations, especially in the process of development of the human resources. Appreciative management considered as a management based on excellence, is based on the filosophy of appreciative inquiry. Any organization can apply this model starting with the process of recruitment. The process of employment requires each time a new beginning for the organization. New employees should be introduced carefully in the organizational culture and also must be provided with an confortable environment. Appreciative management provide an innovative way of development of any organization. Is very important as well that the manager know how to apply amoung with this the process of peer education and also peer supervision.appreciative inquiry, peer education, peer supervision, appreciative management, management based on excellence, appreciative interview

Responsible Commercial Activity Of Smes And Specific Values Of Sustainable Development In Terms Of The European Excellence Model

The paper underlines part of the value of the research based on survey results conducted on SMEs in Romania, in 2007-2008, within the national research project IDEAS 856 "Increasing the competitiveness of SMEs in Romania by implementing a model evaluation and improvement of their performance in accordance with the European model of quality management.” One of the research objectives was the assessment of the satisfaction degree of requirements relating to protection of human health and environmental protection by SMEs from Romania, including those in trade, in terms of an integrated approach to sustainable development values within the European Excellence Model as defined by the European Foundation for Quality Management - EFQM). As a consequence of the study it appears that there is a correlation between the degree of meeting these requirements and mature quality management system of enterprises. Thus, it was found that for SMEs in trade, whose interests in implementing a quality management system is in its early stages, the degree of satisfaction of the requirements of society, from the perspective of an integrated approach to sustainable development values in the EFQM Excellence Model, is relatively low. On the other hand, research carried out showed that data obtained by SMEs in trade in the process of evaluating and monitoring the impact on the environment are used mainly to establish corrective actions, following the complaints occurred, and less to define continuous improvement programs to meet these requirements.responsible commercial activity, sustainable development, demands of society, social responsibility, SMEs in trade, the EFQM excellence model

Integration the 6th category business excellence framework, the 8th clause ISO 9001:2015 and the 6th category KPKU Indonesia framework

KPKU (Kriteria Penilaian Kinerja Unggul) Indonesia framework 2015 adopted Business Excellence Framework 2013-2014, that is a framework used by the “Ministry of State-Owned Enterprises” of the Republic of Indonesia to assess the performance of SOEs in Indonesia. One of the KPKU criteria is the operation, that is the most dominant criteria in company performance. They are proven by the score in Baldrige Excellence Framework (110 point is the highest score) for product and process results which are influenced by operational criteria in the 6th category of BEF. Currently, Indonesia does not have yet business excellence framework based on companies in Indonesia and does not have yet Indonesia operational excellence model, either in Indonesia or based on previous research. Currently, there is no model that integrates (Baldrige Excellence Framework, ISO 9001: 2015, and KPKU). This research will develop the Indonesia operational excellence model based on the Baldrige Excellence Framework, ISO 9001:2015, and KPKU Indonesia framework. Stage of the research is the literature survey, identifying the 6th Category Baldrige Excellence Framework; KPKU and the 8th Clause ISO 9001:2015, and integration the 6th KPKU framework and the 8th Clause ISO 9001:2015 to the 6th Category Baldrige Excellence framework. The results of the study are the Indonesian operational excellence framework that consists of 5 criteria and 14 sub-criteria, namely Product and Process Design, Process Management, Process Efficiency and Effectiveness, Process Improvement, and Safety and Emergency Preparedness. This model is appropriate for company performance measurement, especially operational performance

Integration the 6th category Business Excellence Framework, the 8th clause ISO 9001:2015 and the 6th category KPKU Indonesia Framework

Abstract: KPKU (Kriteria Penilaian Kinerja Unggul) Indonesia framework 2015 adopted Business Excellence Framework 2013-2014, that is a framework used by the “Ministry of State-Owned Enterprises†of the Republic of Indonesia to assess the performance of SOEs in Indonesia. One of the KPKU criteria is the operation, that is the most dominant criteria in company performance. They are proven by the score in Baldrige Excellence Framework (110 point is the highest score) for product and process results which are influenced by operational criteria in the 6th category of BEF. Currently, Indonesia does not have yet business excellence framework based on companies in Indonesia and does not have yet Indonesia operational excellence model, either in Indonesia or based on previous research. Currently, there is no model that integrates (Baldrige Excellence Framework, ISO 9001: 2015, and KPKU). This research will develop the Indonesia operational excellence model based on the Baldrige Excellence Framework, ISO 9001:2015, and KPKU Indonesia framework. Stage of the research is the literature survey, identifying the 6th Category Baldrige Excellence Framework; KPKU and the 8th Clause ISO 9001:2015, and integration the 6th KPKU framework and the 8th Clause ISO 9001:2015 to the 6th Category Baldrige Excellence framework. The results of the study are the Indonesian operational excellence framework that consists of 5 criteria and 14 sub-criteria, namely Product and Process Design, Process Management, Process Efficiency and Effectiveness, Process Improvement, and Safety and Emergency Preparedness. This model is appropriate for company performance measurement, especially operational performance.   Keywords: Integration, Baldrige Excellence Framework, ISO 9001:2015, KPKU, operational excellence

Key Issues to Improve Innovation Project Excellence

Nowadays innovation becomes a focal point for corporate success and survival. Thus, in order to be more concurrent and to realize innovation that meets required goals and performance expectations, companies have to achieve excellence in managing the innovation process. Delivering innovations with unique benefits and real value to customers separates winners from losers more often than any other single factor. Therefore, the excellence in innovation projects becomes a necessity, and it implies recognition of all critical success elements that can affect and, in some way, do the harm to the process. There are a lot of factors and issues that can influence innovation project success and excellence. In this paper, we chose some of the critical elements, such as innovation strategy, idea management, innovation portfolio, innovation model, and risk management