| Product quality and information sharing in the presence of reviews |
339:Y |
QCAS / 70 / 3-4 / 221 |
| Lean management strategy and innovation: Moderation effects of collective voluntary turnover and layoffs |
339:Y |
QCAS / 70 / 1-2 / 57 |
| Quality managers and their future technological expectations related to Industry 4.0 |
339:Y |
QCAS / 67 / 5-6 / 393 |
| New evidence on the origins of quality circles |
339:Y |
QCAS / 67 / 3-4 / 209 |
| Achieving business excellence through self-assessment for personal and professional excellence |
339:Y |
QCAS / 66 / 3-4 / 199 |
| 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 |
