Category: 339 (Other)

Title Cat:App Page
What motivates employees to participate in continuous improvement activities? 339:T QCAS / 64 / 5-6 / 427
Developing a short-form measure for personal excellence for use among university students in Taiwan 339:T QCAS / 63 / 1-2 / 53
High-performance work practices and organizational performance in small firms: The role of guanxi 339:Y QCAS / 63 / 1-2 / 57
Do satisfied employees lead to satisfied patients? An empirical study in an Italian hospital 339:Y QCAS / 63 / 1-2 / 61
The effect of collaboration quality on collaboration performance: Empirical evidence from manufacturing SMEs in the Republic of Korea 339:Y QCAS / 62 / 3 / 205
Managing contract manufacturer quality in the presence of performance ambiguity 339:Y QCAS / 62 / 1-2 / 61
Improving the quality of meetings using music 339:Y QCAS / 61 / 4 / 343
Multidimensional and mediating relationships between TQM, role conflict and role ambiguity: A role theory perspective 339:Y QCAS / 61 / 3 / 217
Using work stress measurement to develop and implement a TQM programme: A case of counter clerks in Serbian Post 339:Y QCAS / 60 / 5-6 / 491
Building business excellence through psychological capital 339:Y QCAS / 60 / 5-6 / 495
Does professional ethics affect quality of construction – A case in a developing economy? 339:Z QCAS / 60 / 5-6 / 497
The road to maturity: Process management and integration of strategic human resources processes 339:Y QCAS / 58 / 4 / 337
Leveling the playing field 339:Y QCAS / 57 / 5-6 / 505
Firm performance, corporate governance and executive compensation in high-tech businesses 339:A QCAS / 57 / 3 / 217
Using behavior theory to investigate individual-level determinants of employee involvement in TQM 339:A QCAS / 57 / 1-2 / 63
Dispositions, organizational commitment and satisfaction: A longitudinal study of MBA graduates 339:Y QCAS / 56 / 4 / 335
Corporate social responsibility in a global economy 339:Y QCAS / 55 / 4 / 339
Psychological work conditions and work stress in an innovating addiction treatment centre: Consequences for the EFQM excellence model 339:B QCAS / 54 / 4 / 317
Human touch: Making the human element a necessary part of the critical to quality tree 339:Y QCAS / 54 / 4 / 319
Are companies that implement TQM better learning organizations? An empirical study 339:Y QCAS / 54 / 4 / 321
Business ethics in tourism – As a dimension of TQM 339:Y QCAS / 54 / 4 / 323
The true test of loyalty 339:Y QCAS / 54 / 1-2 / 53
An exploration of the offset hypothesis using disaggregate data: The case of airbags and antilock brakes 339:Y QCAS / 52 / 3 / 295
Rapid knowledge transfer: The key to success 339:Y QCAS / 51 / 4 / 399
Innovation and attention to detail in the quality improvement paradigm 339:Y QCAS / 50 / 3 / 291
The quality and ethics connection: Toward virtuous organizations 339:A QCAS / 50 / 1 / 49
Team formation: Matching quality supply and quality demand 339:Y QCAS / 49 / 2 / 165
Widening the Six Sigma concept: An approach to improve organizational learning 339:Y QCAS / 47 / 6 / 651