bluuebunny/crossref_metadata_2025_split huggingface dataset:
What does GRI‐reporting tell us about corporate sustainability?
Authors: Isaksson Raine , Steimle Ulrich 
Published: January 2010

PurposeThe purpose of this paper is to discuss what the business contribution to sustainable development is (or should be) and to propose criteria for assessing corporate sustainability. These criteria are applied for the analysis of Global Reporting Initiative (GRI)‐reports of five major cement manufacturers. This will result in a discussion if GRI‐based sustainability reports really contain the information needed for judging corporate sustainability.Design/methodology/approachStarting from a literature review of common definitions and principles, the main criteria of corporate sustainability were developed and a set of evaluation criteria for analyzing sustainability reports was proposed. Definitions and principles from concepts such as eco‐efficiency, triple‐bottom‐line, the natural step and stakeholder value were considered. Using these criteria analysis was made of the GRI‐based sustainability reports of five major cement manufacturers in order to find out to what extent the reports really address the sustainability performance of the companies. The companies were chosen because of their dominant position in the building material supply chain. The building industry has multiple impacts on the environment as well as on the social system. The decisions and actions of the cement manufacturers have influence on the entire supply chain, from raw material suppliers to the end customer.FindingsThe findings lead to the conclusion that the current GRI guidelines are not sufficient to make sustainability reporting for the cement industry relevant and clear. In other words, the guidelines are not sufficient for assuring that a report answers the questions of how sustainable a company is and how quickly it is approaching sustainability. Within the GRI guidelines the needs of the customers are not considered sufficiently. This points at an important area where business excellence ideas can support sustainability reporting. This could be done, for instance, by including the concept of cost of poor quality into sustainability reporting guidelines.Originality/valueThe most common framework for sustainability reporting on an empirical basis was critically analysed. The qualitative study delivers insights into sustainability reporting in an industry with large impacts on global climate change and living conditions.
Exploring process management: are there any widespread models and definitions?
Authors: Palmberg Klara 
Published: January 2010

PurposeProcess management has been around for a long time, but unlike that of many other management trends, the interest in process management has remained high. The starting point for the study was the idea that the lack of well‐established conceptual models and definitions of process management play a role in the challenge and difficulty facing organizations when trying to manage their processes on a strategic level. The purpose of the study was to explore whether there really are some existing widespread and common models and definitions for process management in the literature? The aim of this paper is to describe and explore the findings from the study.Design/methodology/approachA structured literature review is used to identify contemporary models and definitions for process management.FindingsThere are several descriptions and definitions of process management presented in the literature, but none that seems to be really widespread and well‐established. However, the analysis indicate two different movements: process management for single process improvement; and process management for system management. The results from the literature review are summarized in an aggregated model of existing descriptions of process management. The varying purposes of working with process management demonstrate a diverse need for both movements. Still, the focus of a majority of the identified tools and approaches for process management is to contribute to the more mechanistic movement, the first, of systematically improving single processes.Originality/valueThe paper provides a literature review, the identification of two different movements within process management and presents an aggregated model of existing descriptions of process management. Implications of the findings on process management in organizations are discussed and further research suggested.
TQM: a knowledge enabler?
Authors: Colurcio Maria 
Published: January 2010

PurposeThe purpose of this paper is to investigate the role of total quality management (TQM) as a knowledge enabler in the creation and exploitation of organisational knowledge.Design/methodology/approachThis qualitative investigation adopts a case‐study methodology to analyse the role of TQM in knowledge creation in 21 prominent firms, utilising an investigation framework based on the “socialisation,” “externalisation,” “combination,” and “internalisation” model of knowledge generation.FindingsTQM is shown to be an effective enabler of knowledge generation. TQM provides policies and tools (such as general involvement of all employees, teamwork, feedback mechanisms, and widespread communication) that are inherently useful as enablers of knowledge creation and dissemination.Research limitations/implicationsFuture studies should investigate the specific causal nexus between TQM and product innovation.Practical implicationsTQM can be utilised to support an organisation's utilisation of corporate knowledge as a real source of competitive advantage.Originality/valueEmpirical research on knowledge and quality management is scanty. This paper addresses the gap by empirically examining the relationship between TQM and knowledge creation.
The implementation of a quality management system in the not‐for‐profit sector
Authors: White G.R.T. , Samson P. , Rowland‐Jones R. , Thomas A.J. 
Published: January 2010

PurposeThe purpose of this paper is to examine the rationale for establishing a quality management system (QMS) by obtaining ISO 9001:2000 certification in a not for profit small to medium enterprise (SME) in the UK. The rationale for choosing this approach over others to achieve operational stability and ongoing improvement is explored and an evaluation of its effectiveness undertaken.Design/methodology/approachA case study approach is adopted with the paper outlining the process of ISO 9001:2000 implementation in a single not‐for‐profit SME. The paper identifies the process by which the organisation prepares for certification and appraises both the changes required by the organisation and the scope of opportunistic improvements that resulted.FindingsThrough the correct development of the QMS the company was able to generate bottom‐line savings and business performance enhancement. The paper shows that when the QMS is developed as part of a coherent initiative, lasting performance improvements are achieved.Research limitations/implicationsThe pursuit of ISO 9001:2000 in a not‐for‐profit company provides an effective framework for similar companies to follow suit. Further analysis of ISO 900:2000 implementation through its application in a range of similar companies is proposed.Practical implicationsThe paper concludes that the act of preparation for ISO 9001:2000 in this type and size of organisation constitutes a radical change and proposes that a transitive version of ISO 9001:2000 related standard, scalable for SMEs, would benefit the continued growth of this economic sector.Originality/valueThis study highlights the potential benefits of creating and implementing a QMS in a not‐for‐profit SME through the pursuit of ISO 9001:2000 certification. It shows that the tangible benefits of such an approach alone do not ensure that ISO 9001:2000 remains the preferred quality standard.
Improve constantly and forever
Authors: Knouse Stephen B. , Carson Paula P. , Carson Kerry D. , Heady Ronald B. 
Published: January 2010

PurposeThe purpose of this paper is to examine the impact of Deming's ideas on the twenty‐first century.Design/methodology/approachA ProQuest search of articles is done mentioning “Deming” and “quality” or “legacy” in the title published between 1994 (Deming died in December 1993) and 2006.FindingsIt is found that 136 articles described Deming's legacy. Legacy in five areas are examined: professional accreditation, customer satisfaction, business ethics, human error, and supply‐side management.Practical implicationsDeming's ideas have furthered not only quality management but have also touched areas in the social sciences, such as ethics and organizational relationships.Originality/valueThis paper shows that Deming's ideas continue to flourish in areas that he emphasizes, such as the importance of customer satisfaction and understanding human error, and areas that he did not foresee, such as business ethics and supply‐side management.
Managing students' loyalty to school after graduation through relationship marketing
Authors: Osayawe Ehigie Benjamin , Taylor Megan 
Published: January 2010

PurposeThe purpose of this paper is to consider customer expectation, perceived service performance and customer satisfaction as issues of total quality management (TQM) in relationship marketing, and examines how these relate to students' anticipated loyalty to college after graduation.Design/methodology/approachIt is a survey research. Participants are 467 college students of 18 years and above, in the USA. Standardized instruments are used for data collection.FindingsStandard multiple regression analyses results show that customer satisfaction, expectation and perceived service performance jointly predict anticipated loyalty. The predictor variables correlate among themselves. Among seven services studied, academic and recreational/social services are the most important predictors of students' anticipated loyalty.Research limitations/implicationsSchool administrators should closely assess students' expectations on academic and recreational/social services with the aim of improving school services. This could encourage students' loyalty to the school after graduation. This paper is conducted among undergraduate students only, and from just one institution; these limit the generalizability of the paper.Practical implicationsCustomer expectations, perceived service performance and students' satisfaction serve as issues of TQM in school organisations.Originality/valueStudents are customers of school services, and research on TQM could be extended to the school setting.
Value creation in outsourced service provision in public transportation
Authors: Rönnbäck Åsa , Witell Lars 
Published: January 2010

PurposeThe purpose of this paper is to identify and describe the perceived value drivers (benefits and sacrifices) in outsourced service provision in public transportation. The authors focus on the suppliers' perception of value creation for customers and value creation in a business‐to‐business relationship.Design/methodology/approachIn‐depth interviews are conducted with 26 managers and employees participating in a business‐to‐business relationship concerning what create value following the critical incident technique.FindingsThe results show that perceived benefits and sacrifices are related to the product, the service and the relationship. In addition, there are certain prerequisites in the public transportation system that inhibit value creation, and much value is destroyed in the business relationships before it reaches the passengers.Research limitations/implicationsThis paper reveals a need to find new quality strategies for the improvement and assurance of value creation in outsourced service provision. The value drivers identified originate from the suppliers' view.Practical implicationsManagers should acquire knowledge regarding the value they create or destroy, both within their organisation and in their business network, and thus ultimately for their customers. Moreover, drivers that destroy value should be identified, measured, analysed, and managed.Originality/valueThe paper contributes to a better understanding of the difficulties in creating value when service provision has been outsourced.
Quality follows quality: add quality to the business and quality will multiply the profits
Authors: Gill Jaspreet 
Published: January 2010

PurposeThe purpose of this paper is to explore the common grounds that quality and productivity share. Hence, this paper reflects a mélange of quality and productivity and sets forth the path to profitable outcomes of quality implementations.Design/methodology/approachThe main approach to the topic is through the basic shop floor understanding of the term quality. The research method used in this paper utilize a range of text books as well as journal paper on quality and total quality management (TQM). Various graphs and figures are very sensibly constructed from the text and well quoted where ever they are inspired from a source. As with the myriad definitions available for quality, this paper starts with the notion of quality as applicable to individuals and hence selected definitions of quality (from quality gurus) have been included. After the basics of TQM have been discussed, the central theme of the paper, i.e. quality and productivity; and its relation is explored. The paper then concludes with a brief account of cost of quality.FindingsThe topic is discussed and analysed liberally throughout the length and breadth. Popular findings from this paper include: quality is as important a determining criteria for small businesses as it is for large business houses. And customer's changing demands and the need for stringent cost management in fluctuating environments make TQM a practice of paramount importance for every enterprise, big or small.Practical implicationsFor sustained business, an optimistic company places customers above profits. The kind of companies that exist in the future will solely be determined by the customers. Hence, to make their businesses customer‐centered, the TQM‐able approach will be single‐handedly successful.Originality/valueThe value of this paper lies in the grasp of individuals and businesses alike who want to have a holistic view of functions of quality. This paper bridges the gap between two different paradigms of quality and productivity; how they are seen by small‐ as well as large‐scale businesses and how implementing the quality will results in more production and ultimately profitable as well as sustainable businesses reinforced with efficient use of resources available.
A proposed framework for combining ISO 9001 quality system and quality function deployment
Authors: Cauchick Miguel Paulo A. , Celso Sobreiro Dias José 
Published: January 2010

PurposeISO 9001 certification assures that a company employs a quality system, which provides trust for the customers but this system does not assure the quality of the products. It is then necessary to apply other methods and tools to achieve the demanded quality. This paper aims to propose a framework for combining ISO 9001 requirements with quality function deployment (QFD).Design/methodology/approachA theoretical framework is developed followed by an empirical application. The framework consists of three components: quality assurance items, critical operational functions, and requirements of the ISO 9001: 2000 quality management system. The framework is then applied in a company that produces surge arresters.FindingsMain results indicate that the proposed framework may assist in developing products and prioritising quality assurance items, critical operational functions, and ISO 9001: 2000 requirements. The empirical application provided an effective case of QFD full usage. In addition, the application was useful to the company not only for achieving a better organizational quality structure, but also for recording company knowledge through QFD.Research limitations/implicationsFor more extensive empirical validation further replications among other samples are needed for external validation of the findings.Originality/valueAlthough QFD is extensively explored in the literature, this paper is one of the few published studies that report and discuss the use of QFD with ISO 9001. In addition, the proposed framework may be useful for practitioners and academics, who deal with the subject of quality.
Total quality management meets human resource management
Authors: Keeble‐Ramsay Diane , Armitage Andrew 
Published: January 2010

PurposeA number of studies and writings have presented ideas about new working practices that might be embraced in the twenty‐first century. Moreover, that, employers would seek to gain their commitment by adopting the high working practices of high performance working (HPW) for organisations to become successful through their strategic approach to the human resource (HR). It is against Watson's model that this paper seeks, in order to gain insights, to explore the perceptions of current HR professionals of their organisations post‐2000.Design/methodology/approachA survey design is used for the study to collect data over a four‐week period in February 2006 from 100 HR professionals. Using a seven‐point Likert scale questionnaire, adapted from Watson's model, the study is conducted in two phases. The first initial pilot study that surveys 30 HR professionals and after modification, this is extended to a further 70 HR professionals as Phase 2. The respondents are primarily drawn from organisations in the South East of England and they are employed in both public and private sector large organisations and SMEs.FindingsThe findings show that Watson's model for HPW was inconsistent with the choices selected by the respondents within the survey. Rather than choose descriptors from the model that solely reflect traditional (mechanistic) organisations or high performance organisations (organic), respondents chose descriptors with many combinations to reflect where they perceive their organisation's practices fell, e.g. organic or rigid/bureaucratic.Practical implicationsThis paper demonstrates a need for an appreciation of the potential gap between employer's aspirations and employee's perceptions of organisational actions. In so noting, it recognises that the psychological contract depends upon the perceptions of both parties. Whilst the high level commitment sought by employers from employees, through HPW, may rely totally upon these very perceptions of employees (employability contract vs psychological contract). If not, perceptions of the “reality” within the organisation may not reflect rhetoric of, or aspiration towards, HPW. As a result, this research adds to the understanding of the dynamics and results from the management of change towards HPW. Therefore, it provides also early indications to further research needed when considering the importance of investigating such dynamics to successful implementation of HPW.Originality/valueWhilst these results are early indications into working practices post‐2000, what they suggest is that HR professionals generally perceive a move towards HPW practices being adopted by other organisations, rather than within their own working environment. It appears to be the most compelling feature of the study to date, is that most of the participants do not report their review of the current practices of their company as generally falling towards Watson's HPW model practices.
Changing from a product to a process perspective for service improvements in a manufacturing company
Authors: Cronemyr Peter , Witell Lars 
Published: January 2010

PurposeThe purpose of this paper is to investigate service improvements in a manufacturing context.Design/methodology/approachAction research at the gas turbine manufacturer Siemens was performed during a five‐year period. In addition, 336 fault reports sent to the service division concerning severity, cost, and occurrence were analyzed.FindingsWhen moving from a fire‐fighting culture to a proactive culture, a company needs to change from a product to a process perspective. The benefit of changing from a product to a process perspective is the change in focus from reduction of internal costs to value creation through service delivery.Practical implicationsThis paper shows how feedback from dissatisfied customers can be used as a driving factor in process improvements. Based on this knowledge, a company can select the most important Six Sigma projects to improve their service processes. The change from a product to a process perspective shows that traditionally the severity of almost 50 percent of all faults is underestimated.Originality/valueThe paper provides a number of fruitful insights on how to work with service improvements in manufacturing companies.
Quality management practices in the US homebuilding industry
Authors: Leonard Denis 
Published: January 2010

PurposeLimited research has been conducted on quality management practices in the US homebuilding industry. The purpose of this paper is to establish which practices are actually applied, to what extent and to discuss how quality management can be best advanced in the industry.Design/methodology/approachA literature review is conducted on the application of quality in the construction and US homebuilding industry, followed by the analysis of 22 case studies of US homebuilders to provide details of quality implementation.FindingsWhile quality management continues to expand and be adopted by industries globally, its application in the homebuilding industry is limited and immature. While quality management systems and quality award criteria are making an impact, the key focus is still being heavily placed on inspection processes, with limited use of structured and advanced quality approaches. Senior managers still see quality as a peripheral issue and are not convinced of its value. There is a need for leaders in the industry to embrace quality and to adopt consistent company‐wide systematic and strategic‐based approaches.Originality/valueLimited research has been conducted into the application of quality management in the homebuilding industry. This study of 22 leading homebuilders provides insights into the actual practices of quality management. Recommendations are provided as a guide for future direction for quality in the industry.