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Innovative Performance Measurement: an Integrative Perspective of Stakeholder's View

. Watertown, M. A. Harvard Business School Publishing. Kazandijan,V. A. and Lied, T. (1999) Healthcare Performance Measurement: System Design and Evaluation. AQD. Milwaukee, WI. López Fresno, P., Fernández–González, F. (2007). Customer Service Commitments: A Contribution to Corporate Reputation. Proceedings of the 11 th International Conference on ISO 9000 and TQM. Neely, Al, Adams, C. And Kennerley, M. (2002). The Performance Prism. Prentice Hall, London. NHS (2002). Good practice in consent implementation guide: consent to examination or treatment

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The Innovative Capacity of Firms

. (1999) “The Innovative Capacity of Firms”, Government Office for the Eastern Region. Neely, A. D. (2009) “Exploring the Financial Consequences of the Servitization of Manufacturing”, Operations Management Research, 2, 1, 103-118. Nelson, R. (ed.) (1993), “National Innovation Systems: A Comparative Study”, Oxford, Oxford University Press. OECD (1981), “The Measurement of Scientific and Technical Activities”, Paris, OECD. Perkman, M.; Neely, A. D. and Walsh, K. (2011) “How Should Firms Evaluate Success in University-Industry Alliances? A Performance Measurement

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Objective Measurement of the Extent of Conformity to Management System Standards

Abstract

The approach described in this paper relies on a radical and innovative approach to enable a management system to demonstrate conformity to the requirements of an unlimited number of management system standard requirements, at the cost of performing a single mapping exercise. This unique approach relies on interposing a 'process reference model' between the process evidence of the enterprise management system and the normative requirements of various management systems standards of interest. This approach requires that the process evidence of the enterprise management system is mapped to the process reference model elements - a once-off exercise. The mapping of the process reference model elements to the various management system requirements is also performed as a 'once off exercise, and is completely independent of the enterprise management system. By quantifying the judgements made when creating these various links, and by appropriately aggregating the data to derive quantitative results for the extent of the coverage of process reference model (by the management system process evidence) we can derive the extent of the coverage of the requirements of the various management system standards of interest. This leads to a novel result that the question 'how much ISO 9001 have you got?' can be expressed in meaningful, quantifiable and accurate terms, based on objective evidence.

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Appraisal of Innovation Knowledge

-Engineering Work: don't Automate, Obliterate”, Harvard Business Review, 68(4):104-112. Hammer, M., and Champy, J. (1991): “Reengineering the Corporation”, New York: McGraw-Hill, Inc. Hellstrom, T. and Husted, K. (2004): “Mapping knowledge and intellectual capital in academic environments: A focus group study”, Journal of Intellectual Capital, 5(1): 165-180. Hunt, D. P. (2003): “Hunt The concept of knowledge and how to measure it”, Journal of Intellectual Capital, Vol. 4 No. 1, 2003, pp. 100-113. Lev, B. (2001): Intangibles: Management, Measurement, and Reporting

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Innovative Outcome Assessment in Graduate Business Education and Continuous Improvement

Abstract

The changed environment of global economy with painful austerity and restructuring measures causing severe economic dislocations in many diverse parts of the world have brought into focus the usefulness and value of management education in general and graduate management education in particular. The various accrediting bodies in America, Europe and Asia in recent years have shifted their emphasis to ensuring that learning outcomes of students in the program are tied to the goals and missions of the academic institution and meet the needs of the external partners of the academic enterprise that the students go on to serve. This has resulted in rapid advances in the field of innovative outcome assessment, and measurement of competency in performing higher order tasks as well as demonstration of traits related to successful transition into the business world and contribution to the success of the enterprise where the students are employed. The mere assessment/measurement of traits is not the end, but rather the first step in the cycle of continuous improvement in the tradition of the Plan-Do-Study-Act tradition of TQM. The goal is to identify shortcomings or opportunities for improvement via the assessment process and then to “close the loop” by introducing planned changes to improve system performance.

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Innovation and Quality: Drivers of Successful Ventures that Seek Success in Catering to Consumers who Live in Poverty

Abstract

The next big challenge in a global marketplace is to engage the very large segment of world population which survives on less income than the defined poverty level by any measurements that may be applied. This segment in the past has been the focus of aid and charities and been at the receiving end of poverty alleviation programs created by a variety of international donor agencies, with very limited success. It is time now to take a different approach. A radical re-thinking of the problem now has resulted in a novel approach: that of engaging them as customers like any other. The underlying assumption is that folks in this segment still spend billions of dollars in the aggregate and are now able to critically examine offerings and choose to go after quality and value just like any other segment. The opportunity to tap into this huge market lies in innovative entrepreneurial efforts that make goods and services available to this segment without compromising on performance and quality. This paper explores the nature of innovation that is likely to result in entrepreneurial success in what is called the Base (Bottom) of the Pyramid marketplace.

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The Implementation of TRM Philosophy and 5Qs Model in Higher Education - An Exploratory Investigation at a Swedish University

Abstract

Students, their families, employers and the government want the assurance that students will get “good quality” education. The question is: what does “good quality education” mean? This paper seeks to provide the answer as well as some concrete criteria and proposals to improve the objectives and quality of the education systems. We argue in this study that the quality of higher education and student satisfaction is a cumulative construct, summing various facets and variables of the educational institution, such as technical, functional, infrastructure, interaction and atmosphere variables. In this research we describe a study involving a new instrument, i.e. the 5Qs model and a new method which assures the reasonable level of relevance, validity and reliability, while being explicitly change-oriented. The main goal of the empirical part of this study is not to evaluate the performance of the staff or to analyze the student assessment or satisfaction, rather to test the new 5Qs model. The use of the 5Q dimensions provides both a structure for designing a higher education quality measurement instrument and a framework for prioritizing results and findings.

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European Union Integration Impact on Romanian SMEs Performance

-54. [7] Atkinson, A.A., Waterhouse, J.H. and Wells, R.B. (1997). A stakeholder approach to strategic performance measurement. Sloan Management Review, 38 (3), pp. 25-37. [8] Bahri, M., St-Pierre, J. and Sakka, O. (2011). Economic value added: a useful tool for SME performance management. International Journal of Productivity and Performance Management, 60 (6), pp. 603-621. [9] Bătrâncea, I., Bătrâncea, L., Moscviciov, A., Popa, A., Bătrâncea, M. and Nichita, A. (2010). Standing Financiar. Cluj- Napoca :Risoprint. [10

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Contribution of Lean Management to Excellence

of Quality Management , Vol. 2, No. 2, pp. 3-39. Bititci, U. S., Mendivil, K., Nudurupati, S., Garengo, P., Turner, T. (2006), “Dynamics of performance measurement and organizational culture”, International Journal of Operations & Production Management, Vol. 26 No. 12, pp. 1325-1350. Cagnazzo, L., Taticchi, Pl, Brun, A. (2010), “The role of performance measurement systems to support quality improvement initiatives at supply chain level”, International Journal of Productivity and Performance Management , Vol. 59 No.2, pp. 163-185. Choi, T. Y. and Eboch, K

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The Impact of Leader-member Exchange (LMX) and Empowerment on Employee Voice Behavior

of a leadership intervention. Journal of Applied Psychology, 69 (3), 428-436. Scandura, T. A., Graen, G. B., & Novak M. A. (1986). When managers decide not to decide autocratically: An investigation of leader-member exchange and decision influence. Journal of Applied Psychology, 71 (4), 579-584. Schriesheim, C. A., Castro, S. L. & Cogliser, C. C. (1999). Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. Leadership Quarterly, 10 (1), 63-113. Seibert, S. E

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