| 6 ways to benefit from customer complaints |
690:A |
QCAS / 51 / 3 / 337 |
| Top management: A threat or an opportunity to TQM? |
313:A |
QCAS / 51 / 2 / 177 |
| Ten “commandments” for facility Six Sigma projects |
314:A |
QCAS / 51 / 2 / 179 |
| A quality control chart for work performance appraisal |
110:A |
QCAS / 51 / 1 / 13 |
| TQM across multiple countries: Convergence hypothesis versus national specificity arguments |
410:A |
QCAS / 51 / 1 / 51 |
| A structural analysis of the impact of quality management practices in purchasing on purchasing and business performance |
610:A |
QCAS / 51 / 1 / 87 |
| Measuring users’ perceived portal service quality: An empirical study |
670:A |
QCAS / 51 / 1 / 97 |
| A foundation of trust |
312:A |
QCAS / 50 / 6 / 647 |
| Assessing the relative efficiency of credit union branches using data envelopment analysis |
610:A |
QCAS / 50 / 6 / 697 |
| Employee satisfaction: Does Kano’s model apply? |
334:A |
QCAS / 50 / 3 / 285 |
| Employee empowerment: Conceptualization, aims and outcomes |
334:A |
QCAS / 50 / 2 / 157 |
| TQM and ISO 9000 effects on knowledge transferability and knowledge transfers |
342:A |
QCAS / 50 / 2 / 159 |
| Accountable business performance measurement for sustainable business excellence |
610:A |
QCAS / 50 / 2 / 221 |
| Leadership for improvements in Swedish health care |
312:A |
QCAS / 50 / 1 / 37 |
| Performance measurement and business results |
330:A |
QCAS / 50 / 1 / 41 |
| The effect of verbalized emotions on loyalty in written complaints |
330:A |
QCAS / 50 / 1 / 43 |
| Perceptual measures of performance: Fact or fiction? |
334:A |
QCAS / 50 / 1 / 47 |
| The quality and ethics connection: Toward virtuous organizations |
339:A |
QCAS / 50 / 1 / 49 |
| Beyond quality: The information integrity imperative |
650:A |
QCAS / 50 / 1 / 81 |
| Six Sigma availability management of information technology in the office of the chief technology officer of Washington, DC |
650:A |
QCAS / 50 / 1 / 85 |
| Quality in the new age and the body of knowledge for quality engineers |
313:A |
QCAS / 49 / 6 / 635 |
| Reviewing the reviewers |
334:A |
QCAS / 49 / 6 / 645 |
| Causation or covariation: An empirical re-examination of the link between TQM and financial performance |
610:A |
QCAS / 49 / 6 / 681 |
| Minimum average total inspection of variable lot-size sampling plan for continuous production |
110:A |
QCAS / 49 / 5 / 481 |
| A performance analysis of Hotelling’s X2 control chart with supplementary runs rules |
110:A |
QCAS / 49 / 5 / 485 |
| Significance of quality certification: The case of the software industry in India |
342:A |
QCAS / 49 / 5 / 533 |
| Product warranty logistics: Issues and challenges |
860:A |
QCAS / 49 / 5 / 595 |
| The influence of total quality service age on quality and operational performance |
410:A |
QCAS / 49 / 4 / 417 |
| Vicarious learning, undersampling of failure, and the myths of management |
490:A |
QCAS / 49 / 4 / 433 |
| Comparative study of Western and Japanese improvement systems |
410:A |
QCAS / 49 / 3 / 301 |
| The failure of the Sport7 TV-channel: Controversies in a business network |
490:A |
QCAS / 49 / 3 / 307 |
| Self-assessment application and learning in organizations: A special reference in the ontological dimension |
324:A |
QCAS / 49 / 1 / 57 |
| Using the six-sigma metric to measure and improve the performance of a supply chain |
620:A |
QCAS / 49 / 1 / 99 |
| Critical success factors of quality managers: A measurement instrument |
334:A |
QCAS / 48 / 6 / 635 |
| Evaluating defect estimation models with major defects |
730:A |
QCAS / 48 / 6 / 699 |
| Running like a bottled tornado |
334:A |
QCAS / 48 / 5 / 513 |
| A cross-cultural comparison of top management personality for TQM implementation |
410:A |
QCAS / 48 / 5 / 525 |
| TQM readiness level perceived by the administrators working for the central organization of the Ministry of National Education in Turkey |
410:A |
QCAS / 48 / 5 / 527 |
| The role of quality tools in improving satisfaction with government |
430:A |
QCAS / 48 / 5 / 533 |
| Toe the line: No more WorldComs |
610:A |
QCAS / 48 / 5 / 559 |
| The importance of reliability and customization from goods to services |
810:A |
QCAS / 48 / 5 / 591 |
| Simple quality for smaller organizations |
313:A |
QCAS / 48 / 4 / 379 |
| Development of an integrated total quality management and performance measurement system for self-assessment: A method |
334:A |
QCAS / 48 / 4 / 389 |
| Quality and economics: Five key issues |
440:A |
QCAS / 48 / 4 / 417 |
| Quality criteria for qualitative inquiries in logistics |
620:A |
QCAS / 48 / 4 / 439 |
| Product balancing under conditions of quality inflation, cost pressures and growth strategies |
640:A |
QCAS / 48 / 4 / 447 |
| Quality assessment and the tension between teaching and research |
331:A |
QCAS / 48 / 1 / 59 |
| Measuring the dimensions of quality in higher education |
331:A |
QCAS / 48 / 1 / 61 |
| A quality career center |
334:A |
QCAS / 48 / 1 / 65 |
| The quality implications of increasing the number of suppliers |
351:A |
QCAS / 48 / 1 / 71 |
| Connecting the planners and doers |
690:A |
QCAS / 48 / 1 / 93 |
| Quality improvement teams that stall due to poor project selection: An exploration of contributing factors |
332:A |
QCAS / 47 / 6 / 649 |
| Al Gore’s initiative of reinventing the government: The real story of total quality management in the federal government |
410:A |
QCAS / 47 / 6 / 659 |
| Sustainability: Enlarging quality’s mission |
319:A |
QCAS / 47 / 5 / 507 |
| Employee selection in a total quality management context: Taking a hard look at a soft issue |
334:A |
QCAS / 47 / 5 / 511 |
| Economic impacts of quality awards: Does offering an award bring returns to the state? |
343:A |
QCAS / 47 / 5 / 517 |
| Structural analysis and measurement of customer perceptions, assuming measurement and specification errors |
350:A |
QCAS / 47 / 5 / 519 |
| Customer satisfaction: Some results for European retailing |
350:A |
QCAS / 47 / 5 / 521 |
| Quality management practices and their relationship to buyer’s supplier ratings: A study in the Korean automotive industry |
351:A |
QCAS / 47 / 5 / 523 |
| Customer satisfaction: How can I measure it? |
710:A |
QCAS / 47 / 5 / 571 |
| Assessing customer satisfaction with local authority services using SERVQUAL |
710:A |
QCAS / 47 / 5 / 573 |
| Beyond improved quality: The motivational effects of statistical process control |
190:A |
QCAS / 47 / 4 / 379 |
| Emerging elements of a world view for sustainable quality |
319:A |
QCAS / 47 / 4 / 397 |
| Using employee satisfaction measurement to improve people management: An adaptation of Kano’s quality types |
330:A |
QCAS / 47 / 4 / 401 |
| Nobody ever gets credit for fixing problems that never happened: Creating and sustaining process improvement |
334:A |
QCAS / 47 / 4 / 409 |
| Drive out fear (unless you can drive it in): The role of agency and job security in process improvement |
311:A |
QCAS / 46 / 5 / 511 |
| An instrument for measuring quality practices in education |
321:A |
QCAS / 46 / 4 / 407 |
| Scenario planning: A continuous improvement approach to strategy |
321:A |
QCAS / 46 / 4 / 409 |
| Designing academic audit: Lessons learned in Europe and Asia |
341:A |
QCAS / 46 / 4 / 415 |
| Six Sigma beyond manufacturing: A concept for robust management |
430:A |
QCAS / 46 / 4 / 431 |
| An empirical investigation of the Malcolm Baldrige National Quality Award causal model |
343:A |
QCAS / 46 / 3 / 293 |
| Revising quality awareness through internal marketing: An exploratory study among French and English medium-sized enterprises |
640:A |
QCAS / 46 / 3 / 327 |
| Changing management styles put their mark on industry |
312:A |
QCAS / 46 / 1 / 45 |
| Developing a model of quality management methods and evaluating their effects on business performance |
321:A |
QCAS / 46 / 1 / 49 |
| TEAMusic: A new exercise for demonstrating teamwork principles |
332:A |
QCAS / 46 / 1 / 57 |
| Institutional response to the Swedish model of quality assurance |
410:A |
QCAS / 46 / 1 / 65 |
| Institutional response to the Swedish model of quality assurance |
410:A |
QCAS / 46 / 1 / 67 |
| Total quality management: Is it a fad, fashion or fit? |
410:A |
QCAS / 46 / 1 / 69 |
| Cautions on the use of the SERQUAL measure to assess the quality of information systems services |
650:A |
QCAS / 46 / 1 / 85 |
| Integrating safety and quality: Building to achieve excellence in the workplace |
343:A |
QCAS / 45 / 6 / 647 |
