| Linking customer satisfaction with financial performance: An empirical study of Scandinavian banks |
490:Y |
QCAS / 67 / 5-6 / 409 |
| A pattern-based decision framework in the era of Industry 4.0 |
490:Y |
QCAS / 67 / 3-4 / 221 |
| Quality engineering-based management: A proposal for achieving total optimisation of large systems |
490:Y |
QCAS / 67 / 3-4 / 225 |
| The role of quality control circles on new product development: A case study of Thailand |
490:A |
QCAS / 65 / 3-4 / 241 |
| The battle for customer loyalty: An examination of customer loyalty in the goods and services domain |
490:Y |
QCAS / 64 / 5-6 / 447 |
| Do plant inspections predict future quality? The role of investigator experience |
490:M |
QCAS / 64 / 3-4 / 247 |
| Does theory work in practice? Two case studies |
490:Y |
QCAS / 64 / 1-2 / 81 |
| Prioritizing quality of product and service dimensions with respect
to a product-service system in the public transport sector |
490:S |
QCAS / 63 / 5-6 / 435 |
| Development and validation of a measurement instrument
for assessing quality management practices in hospitals: An exploratory study |
490:B |
QCAS / 63 / 1-2 / 85 |
| Lessons from the history of Samsung’s SCM innovations:
Focus on the TQM perspective |
490:Y |
QCAS / 63 / 1-2 / 87 |
| Korean Standard Quality Excellence Index for strategic quality planning and improvement |
490:Y |
QCAS / 63 / 1-2 / 91 |
| Technostress from mobile communication and its impact on quality of life and productivity |
490:Y |
QCAS / 63 / 1-2 / 95 |
| TQM in public administration organizations:
An application of data envelopment analysis in the police service |
490:Z |
QCAS / 62 / 5-6 / 483 |
| Why organizations fail: Models and cases |
490:Y |
QCAS / 62 / 3 / 225 |
| Quality quandaries: Improving the overall equipment effectiveness at a
pharmaceutical company |
490:Y |
QCAS / 61 / 1-2 / 71 |
| A place to call home: Builder leverages quality toolbox,
culture to construct house for ‘Extreme Makeover’ TV show |
490:Z |
QCAS / 60 / 4 / 331 |
| Looping in quality: A practical approach to achieving excellence in assembly operations |
490:A |
QCAS / 60 / 1-2 / 63 |
| Will to live: How one quality professional confronted a life-threatening diagnosis |
490:B |
QCAS / 60 / 1-2 / 65 |
| Small steps for workers, a giant leap for productivity |
490:A |
QCAS / 59 / 5-6 / 461 |
| Improving on excellence: Mayo Clinic and the path to quality |
490:B |
QCAS / 58 / 4 / 343 |
| Relationship between quality management practices and innovation |
490:Y |
QCAS / 58 / 3 / 219 |
| Next-generation quality promotion programmes in Taiwan |
490:Y |
QCAS / 57 / 4 / 351 |
| Core values in hospitals: A comparative study |
490:B |
QCAS / 56 / 5-6 / 483 |
| Medication discharge planning prior to hospital discharge |
490:B |
QCAS / 56 / 5-6 / 485 |
| The effects of physicians’ feelings of empowerment and service quality perceptions on hospital recommendations |
490:B |
QCAS / 56 / 5-6 / 489 |
| Impact of quality management on hospital performance: An empirical examination |
490:B |
QCAS / 56 / 4 / 349 |
| Older theory management for sustainability – A stakeholder theory |
490:A |
QCAS / 56 / 3 / 239 |
| Managing continuous improvement in Vietnam: Unique challenges and approaches to overcome themFiller |
490:Y |
QCAS / 56 / 1-2 / 77 |
| Brewed awakening |
490:Z |
QCAS / 55 / 4 / 359 |
| The influence of cost and quality priorities on the propensity to outsource production |
490:Y |
QCAS / 55 / 3 / 235 |
| A study of the validity of three major business excellence models in the Asia Pacific region |
490:Y |
QCAS / 55 / 1-2 / 71 |
| An empirical research on the relationship between human capital and innovative capability: A study on Taiwan’s commercial banks |
490:A |
QCAS / 54 / 5-6 / 503 |
| The influence of Total Quality Management practices on the transformation of how organisations work |
490:Y |
QCAS / 54 / 5-6 / 505 |
| A dynamic model of brand choice when price and advertising signal product quality |
490:Y |
QCAS / 54 / 4 / 351 |
| Management mistakes as causes of corporate crises: Managerial implications for countries in transition |
490:Y |
QCAS / 54 / 3 / 233 |
| Who is keeping score |
490:Y |
QCAS / 54 / 1-2 / 67 |
| Conflict and complexity: Problem solving and logical thinking techniques could have saved NASA’s Challenger |
490:Y |
QCAS / 54 / 1-2 / 69 |
| Ideas and realities: Investigating good practice in the management of transnational English language programmes for the higher education sector |
490:Y |
QCAS / 54 / 1-2 / 71 |
| Quality evaluation of the Brazilian higher education system: Relevance, diversity, equity and effectiveness |
490:Y |
QCAS / 54 / 1-2 / 73 |
| Quality improvement and goodwill accumulation in a dynamic duopoly |
490:A |
QCAS / 52 / 6 / 643 |
| Exploring the cornerstone of Wal-Mart’s success and competitiveness |
490:Y |
QCAS / 52 / 5 / 527 |
| Building quality at Veridian Homes |
490:Y |
QCAS / 52 / 4 / 411 |
| Managerial accounting and continuous improvement initiatives: A retrospective and framework |
490:Z |
QCAS / 52 / 3 / 307 |
| Big improvements for small parts |
490:M |
QCAS / 51 / 4 / 413 |
| Reduced quality and an unlevel playing field could make consumers happier |
490:Y |
QCAS / 50 / 5 / 535 |
| Two hospitals performance |
490:B |
QCAS / 50 / 2 / 181 |
| Stoner: Built on a strong foundation |
490:Y |
QCAS / 50 / 2 / 183 |
| The impact of country-of-origin cues on consumer perceptions of product quality: A binational test of the decomposed country-of-origin construct |
490:Y |
QCAS / 49 / 6 / 665 |
| Vicarious learning, undersampling of failure, and the myths of management |
490:A |
QCAS / 49 / 4 / 433 |
| A low performance-low quality trip in the non-profit healthcare sector in Turkey and a solution |
490:B |
QCAS / 49 / 4 / 437 |
| Running up the down escalator: Stressors and strains in UK academics |
490:T |
QCAS / 49 / 4 / 439 |
| The failure of the Sport7 TV-channel: Controversies in a business network |
490:A |
QCAS / 49 / 3 / 307 |
| Using success to measure quality in British higher education: Which subjects attract the best-qualified students? |
490:T |
QCAS / 49 / 3 / 309 |
| Competitive priorities of enterprises in mainland China |
490:Y |
QCAS / 48 / 3 / 293 |
| From audit to assessment: A national perspective on an international issue |
490:T |
QCAS / 48 / 2 / 185 |
| Quality as politics |
490:T |
QCAS / 48 / 2 / 187 |
| Organizational change through quality deposits |
490:Y |
QCAS / 48 / 1 / 79 |
| Global perspectives on quality |
490:Y |
QCAS / 47 / 4 / 425 |
| Continuous improvement strategies and production competitive criteria: Some findings in Brazilian industries |
490:Y |
QCAS / 47 / 2 / 177 |
| Comparing quality management practices in the manufacturing and service industries: Learning opportunities |
490:Y |
QCAS / 47 / 1 / 71 |
| Quality tools largely absent from nation’s newsrooms |
490:Z |
QCAS / 47 / 1 / 75 |
| Knowledge production, service and quality: Higher education tensions in Norway |
490:S |
QCAS / 46 / 6 / 663 |
| An empirical study on quality management practices in Shanghai manufacturing industries |
490:M |
QCAS / 46 / 5 / 543 |
| Continuous quality improvement in higher education: A model for Sri Lanka |
490:T |
QCAS / 45 / 6 / 663 |
| Quality assurance in a lobster processing company: A case study |
490:M |
QCAS / 45 / 5 / 541 |
| Trends in international quality management research: 1990-1996 |
490:Y |
QCAS / 45 / 4 / 435 |
| Quality management applied to higher education |
490:T |
QCAS / 45 / 3 / 315 |
| Ye olde total quality management |
490:Y |
QCAS / 45 / 2 / 195 |
