Organizational Control Systems and Software Quality: A Cross-National Study.

This study explores the relationship between organizational control modes (behavior, outcome, and clan) andsoftware quality. Much of the previous work on organizational control has examined the choice of modes giventask characteristics. This research extends work in control theory by considering the impact of control modeson the increasingly critical organizational outcome of software quality. The research is set in the context ofsoftware development organizations in three of the largest software developing countries: India, Ireland, andIsrael (the 3Is). A cross sectional survey of 400 software development organizations across the 3Is will be usedto test the developed model. In addition to the theoretical contributions, the study will provide practicalimplications to support software project managers in making better organizational control choices

Integrating automated support for a software management cycle into the TAME system

Software managers are interested in the quantitative management of software quality, cost and progress. An integrated software management methodology, which can be applied throughout the software life cycle for any number purposes, is required. The TAME (Tailoring A Measurement Environment) methodology is based on the improvement paradigm and the goal/question/metric (GQM) paradigm. This methodology helps generate a software engineering process and measurement environment based on the project characteristics. The SQMAR (software quality measurement and assurance technology) is a software quality metric system and methodology applied to the development processes. It is based on the feed forward control principle. Quality target setting is carried out before the plan-do-check-action activities are performed. These methodologies are integrated to realize goal oriented measurement, process control and visual management. A metric setting procedure based on the GQM paradigm, a management system called the software management cycle (SMC), and its application to a case study based on NASA/SEL data are discussed. The expected effects of SMC are quality improvement, managerial cost reduction, accumulation and reuse of experience, and a highly visual management reporting system

TOWARD AGRICULTURAL ENVIRONMENTAL MANAGEMENT: APPLYING LESSONS FROM CORPORATE ENVIRONMENTAL MANAGEMENT

Many business firms both in the U.S. and abroad are practicing corporate environmental management. They are committed to improving the efficiency of material use, energy use and water use; to recycle; to make safer products and processes and to reduce their overall impact on the environment. In pursuing corporate environmental management, some businesses have found that the presumed tradeoff between profits and environmental quality does not always apply. Instead, by innovating and redesigning their products, processes, corporate culture, and organizational strategy, these firms have been able to improve environmental performance and add to profits. These improved profits are sometimes referred to as "innovation offsets" because they result from technological changes to reduce pollution which also reduce production costs (and/or improve productivity) and thereby "offset" the costs of compliance. The necessary technological innovation is pursued when firms take a dynamic investment perspective rather than presume a static tradeoff between profits and environmental quality.Environmental Economics and Policy,

Developing strategic learning alliances: partnerships for the provision of global education and training solutions

The paper describes a comprehensive model for the development of strategic alliances between education and corporate sectors, which is required to ensure effective provision of education and training programmes for a global market. Global economic forces, combined with recent advances in information and communication technologies, have provided unprecedented opportunities for education providers to broaden the provision of their programmes both on an international scale and across new sectors. Lifelong learning strategies are becoming increasingly recognized as an essential characteristic of a successful organization and therefore large organizations have shown a preparedness to invest in staff training and development. The demands for lifelong learning span a wide range of training and educational levels from school-level and vocational courses to graduate-level training for senior executive

A framework of justification criteria for advanced manufacturing technology implementation in small and medium enterprises

Today in order to stay in businesses and prosper, Small and Medium Enterprises (SMEs) are seeking higher electiveness and competitiveness across the entire cycle of marketing, product design, manufacture, test and sales. SMEs play an increasingly important role in all aspects of competitiveness: both products and production techniques, but also management methods, the organization of the firm and human resources training. One of the ways by which SMEs can achieve a competitive advantage in manufacturing is through the implementation of Advanced Manufacturing Technology (AMT). An increasing number of them have chosen and are choosing various levels of AMT as the solution. Realizing the importance of SMEs, an attempt has been made in this paper to review the application of AMT in SMEs. Also, a framework has been offered for the implementation of AMT in SMEs. Finally, a summary of findings and conclusions are presented

2007 Supermarket Panel Report

Replaced with revised version of paper 12/16/10.Agribusiness, Industrial Organization,