Total quality management practices, competitive strategies and financial performance: the case of the Palestinian industrial SMEs

"This is an Accepted Manuscript of an article published by Taylor & Francis in Total Quality Management and Business Excellence on 19 Aug 2013, available online: http://wwww.tandfonline.com/10.1080/14783363.2013.824714."The purpose of this paper is to examine the relationship between Total Quality Management (TQM) practices, competitive strategies - cost leadership and differentiation- and firm performance in the Palestinian economy. Within this study total quality management has been conceptualized as soft and hard practices, in congruence with the literature. An empirical analysis based upon an extensive validation process was applied to refine TQM, competitive strategies and financial performance scales. Data were collected through surveying 202 in Palestinian industrial small and medium enterprises (SMEs). Structural Equation Modeling was carried out to test the anticipated relationships. Results derived from this study show that TQM practices have indirect, positive and significant relationship with financial performance through competitive strategies. In addition, a direct, positive and significant relationship between competitive strategies and financial performance was observed. Results derived from this study might help managers to implement TQM practices in order to effectively allocate resources and improve financial performance

Why is management research irrelevant?

At least since 1980, there has been a practically continuous, but somewhat fragmented discussion on the relevance of management research. This discussion has addressed practically all fields of management; here, besides general management, operations management, project management and construction management are examined in more detail. Although many different proposals have been made to rectify the situation, no definitive resolution has been found. In this paper, it is argued that prior analyses have not reached the root causes of the irrelevance problem. By an analysis of the recent history of management research, the following novel findings are reached. First, the root cause of the irrelevance is argued to lie in the 1959 reports on American business education, written by Pierson and Gordon & Howell. Second, while the proposed direction in the 1959 reports was deficient in several ways, the rejection of production as an integral part of organizations and management has been perhaps the most damaging feature of those reports. Third, current research on management suffers from a variety of immediate causes for irrelevance, insufficiently recognized by the scholarly community. It is suggested that reaching the root causes for irrelevance will facilitate finding suitable cures

Efficient Employment Planning in Public Utilities

This paper introduces an aggregate employment planning model for making efficient employment decisions in a telephone company. Such a model can be used to prepare annual budgets as well as to provide monthly operating guidelines for more detailed employment scheduling decisions. A simplified example problem is presented and the model is used to address two questions of economic interest; (1) what are the tradeoffs between employment costs and service, and (2) what are the effects of the utility's considering the equity rate of return allowances on added rate base as an offset to expansion costs? It was found that when the firm is operating in an optimal fashion, (1) the tradeoff between costs and service results in cost changes which are small as a percentage of total employment costs and (2) the effects of making workforce expansion costs a function of the rate of return are that capital investment and workforce levels increase and rate payers must incur added costs.