Stephen Dodwell and Paula Simmons
Traces, from its inception, Scott′s Hotels′ highly rated qualityimprovement programme. Emphasizes experiential learning and developmentand in particular the difficulties faced by…
Abstract
Traces, from its inception, Scott′s Hotels′ highly rated quality improvement programme. Emphasizes experiential learning and development and in particular the difficulties faced by middle managers in accepting and becoming committed to the programme. Highlights the importance of gradual, evolutionary development so as to capture the hearts and minds of managers and operatives alike.
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For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (just‐in‐time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (just‐in‐time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
Many organizations are investing much time and effort in the management of quality. A few enlightened ones even have a vision to be the best. G. Howland Blackiston, thepresident…
Abstract
Many organizations are investing much time and effort in the management of quality. A few enlightened ones even have a vision to be the best. G. Howland Blackiston, the president of the Juran Institute, noted recently that, “All around the world companies are waking up to ‘quality’. Everyone is touting quality. Many are attempting it. Some organizations have gotten enviable results by using the concepts of ‘managing for quality’ dramatically to lower their costs, increase their profits and become more competitive in an increasingly competitive market. For these winners, quality has become an integral part of their business strategy”.
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we’ll “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Justin‐ Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
Maria Salete Batista Freitag, Jéssica Borges de Carvalho, Altair Camargo Filho and Fernanda Paula Arantes
The purpose of this study is to investigate how the process of becoming an entrepreneur in the cooperation and poverty contexts takes place.
Abstract
Purpose
The purpose of this study is to investigate how the process of becoming an entrepreneur in the cooperation and poverty contexts takes place.
Design/methodology/approach
This study adopted a phenomenological approach for data collection purposes. Autoscopy, which is a methodological device of reflective nature, was herein applied to a group of interlocutors comprising seven representatives of waste pickers’ cooperatives (RC). Data analysis focused on defining the meaning of participants’ speech was conducted in compliance with Interpretative Phenomenological Analysis guidelines.
Findings
The current findings have shown that becoming a representative of cooperatives involves mobilization toward empowerment and a sense of collectively doing on behalf of community interests. Moreover, these RCs become entrepreneurs in the poverty context, as they perceive opportunities, are persistent and take risks pursuing alternatives for both the survival and improvement of theirs own living conditions, and of others.
Research limitations/implications
Adopting a reflective approach associated with an ontology of becoming could have led to deeper results if the current research was a longitudinal study, rather than a cross-sectional one.
Practical implications
Training programs provided for waste pickers should take into consideration that their learning process is mainly based on practice.
Social implications
Behaviors disclosed by participants toward fostering collective and entrepreneurial actions in the poverty context may be an inspiration for future changes.
Originality/value
The methodological option for adopting a reflective approach resulted in a contribution device that is barely applied to research in the management field; thus, the current investigation can introduce a new pathway for further research.
Details
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Ana Paula Kieling, Rafael Tezza and Guilherme Lima Vargas
This study aims to expand previous work on website stage models by proposing a new model including a dimension encompassing digital integration and the context of mobile, digital…
Abstract
Purpose
This study aims to expand previous work on website stage models by proposing a new model including a dimension encompassing digital integration and the context of mobile, digital marketing and new technologies. Also, this study aims to classify Brazilian wineries using the stage model proposed and verify if the designated stages influence the wineries’ presence in digital and mobile media.
Design/methodology/approach
Observational research and quantitative content analysis were adopted to examine a sample of winery websites (N = 150) located in different states and regions of Brazil and create a new website stage model. After the new model’s development, the authors conducted a statistic analysis by running a one-factor analysis of variance to assess the influence of the company’s stage in the use of digital media and mobile strategies, as well as its impacts on market development.
Findings
The results suggested a quite mature market regarding website stage position, even though there is still room for growth and technological innovation. Also, the research findings show that there is a positive association between the company’s stage in the use of digital and mobile media strategies. In other words, the more advanced the winery stage, the greater its digital media and mobile presence.
Originality/value
While previous studies attempted to identify wineries’ stages through models, this study presents a new approach by updating the past studies’ stages as well as providing and testing a digital media and mobile dimension. This research contributes to consolidating the Brazilian wine industry position regarding its presence in digital and mobile media, bringing reflections to organizations, society and theory development.