Arvinder P.S. Loomba and Rex Karsten
The purpose of this paper is to explore why some firms succeed while others flounder or fail to implement quality improvement programmes. It synthesises self-efficacy literature…
Abstract
Purpose
The purpose of this paper is to explore why some firms succeed while others flounder or fail to implement quality improvement programmes. It synthesises self-efficacy literature to propose a model of self-efficacy’s role in affecting implementation success of quality improvement programmes in organisations.
Design/methodology/approach
A review of scholarly articles on the topics of self-efficacy and quality initiatives brings to light self-efficacy’s role in successful quality programme implementation. When considered in the context of organisation barriers, it can lead to organisational success.
Findings
It is determined that quality training programmes play an important role in affecting existing efficacies and leading to “quality self-efficacy” in employees. The proposed model and related propositions suggest that right approaches of implementing quality training among certain types of employees and/or organisations can promote teamwork to achieve performance success.
Research limitations/implications
Moving forward, the proposed model should be empirically tested to improve our understanding of quality self-efficacy construct and its role in aiding organisational success. Furthermore, it would offer guidelines for the implementation of quality programmes in the most optimal way.
Practical implications
In applying theories on self-efficacy, motivation, empowerment, and quality training, the authors posit that existing efficacy and quality self-efficacy are crucial for quality implementation efforts to overcome organisational barriers and lead to effective teamwork and performance success.
Social implications
The authors postulate that deciding factors for organisational success originate from employees themselves as existing efficacies. Even though employees can foster quality self-efficacy through the implementation of quality improvement initiatives, existing self-efficacy, and organisation barriers will be moderating forces on eventual effectiveness of quality self-efficacy, teamwork, and organisational performance.
Originality/value
The model and related propositions, linking self- and collective efficacies to quality training, teamwork, and quality performance, offered in this paper will prove useful for organisational decision-makers in selecting quality programmes for implementation in organisation to achieve performance success.
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Dennis Schmidt and Rex Karsten
This study investigates the influence of tax research self-efficacy on tax research performance for a group of novice tax accountants. Tax research self-efficacy is a judgment of…
Abstract
This study investigates the influence of tax research self-efficacy on tax research performance for a group of novice tax accountants. Tax research self-efficacy is a judgment of one's ability to perform the specific tasks necessary to solve tax problems. Theory predicts that self-efficacy will be positively associated with task performance and people's ability to cope with task difficulty. We tested this notion using a computer-based experimental approach to determine if novices with different levels of tax research self-efficacy perform differently when conducting a series of tax research tasks under difficult conditions. Our results, after controlling for certain performance-influencing factors, indicate that tax research self-efficacy is a significant predictor of tax research performance for novice tax accountants. This finding provides evidence of the construct validity of the tax research self-efficacy scale developed by Schmidt and Karsten (2000) and adds to our understanding of the factors that influence tax research performance.
K. Jafarzadeh, T. Shahrabi, S.M.M. Hadavi and M.G. Hosseini
The paper aims to focus on the recognition of corrosion product morphologies of AA5083‐H321 corroding aluminum‐magnesium alloys used in the manufacture of aluminum high speed…
Abstract
Purpose
The paper aims to focus on the recognition of corrosion product morphologies of AA5083‐H321 corroding aluminum‐magnesium alloys used in the manufacture of aluminum high speed boats and submarines during flow induced corrosion in seawater.
Design/methodology/approach
All experiments were conducted in a 3.5 percent NaCl solution as the simulated marine environment. Hydrodynamic conditions were created by an rotating cylinder electrode (RCE) system. Morphological characterization of the surface was undertaken using SEM and EDAX techniques. Cyclic polarization tests were used to determine the electrochemical behavior of the alloy.
Findings
The results obtained reveal that the pit density on the sample surface increased with increasing the rotation speed. The enhanced flow condition also enhanced the tendency for intermetallic particles, including submicron size Al(Mg,Mn) inclusions, to promote pitting corrosion of the alloy. An interesting result was that crystallographic pitting occurred at rotation speeds greater than 5 m/s.
Practical implications
In the selection of corrosion control methods for high speed aluminum‐hulled boats, control of erosion corrosion was determined to be more important than any other form of corrosion.
Originality/value
Provides information about the contribution of mechanical and electrochemical corrosion phenomena in corrosion of high speed aluminum boats under hydrodynamic conditions. Characterization of new intermetallic particles in aluminum‐magnesium alloys that can promote pitting during flow induced corrosion in marine environments. Provides new information about the origin of crystallographic pitting attack on aluminum.
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Kevin Ibeh, Joseph Ebot Eyong and Kenneth Amaeshi
This paper aims to address the main arguments put forward in Grietjie Verhoef’s article and contribute to a wider debate among management scholars on the role of indigenous…
Abstract
Purpose
This paper aims to address the main arguments put forward in Grietjie Verhoef’s article and contribute to a wider debate among management scholars on the role of indigenous theories. It challenges the view of African management as illusory and points to the rising support for indigenous theories as indicative of the weakening of the unquestioned dominance of universal theories.
Design/methodology/approach
This paper takes a conceptual and critically reflective approach, underpinned by a 360-degree evaluation of pertinent literature and theoretical arguments.
Findings
This paper reveals an underlying symmetry and interconnectedness, anchored on a shared communal ethos, among Afrocentric management concepts, specifically Ubuntu, Ekpe and Igbo apprenticeship systems. This symmetry points to an underlying indigenous management theory that begs to be further conceptualised, evidenced and advanced.
Research limitations/implications
This paper affirms Verhoef’s demand for Ubuntu, Ekpe, Igbo apprenticeship system to be more rigorously developed and theoretically coherent and urges scholars to intensify effort towards advancing the conceptual and empirical foundations of African management. Echoing Mahatma Gandhi’s timeless counsel, this paper calls on critics of African management to join the effort to bring about the change they wish to see in African management theorising.
Social implications
This paper disavows the alleged effort to impose a single “African management” model or perpetuate the “colonial/indigenous” binary divide but equally cautions against an effort to veto scholarly striving for a common identity, to learn from history or not embrace collective amnesia. As examples from the USA and Europe show, diversity, even heterogeneity, needs not to preclude the forging of a commonly shared identity complemented with appropriate sub-identities.
Originality/value
This paper links the African management-centred themes addressed by Verhoef to the wider debate among management scholars about lessening the dominance of universal theories and allowing space for context-resonant indigenous theories. It calls on African management scholars to invest the premium and intensified effort towards building a more robust and coherent body of indigenous theory that will have the capacity and efficacy to inform, explain and advance organisational practice and outcomes across Africa.