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Drivers and barriers to innovation in the Australian public service: A qualitative thematic analysis

Introduction One of the most important steps in managing public sector innovation is having an appropriate definition for it. However, the innovation definition has been the subject of debates in the literature. Mulgan and Albury (2003) defined innovation in the public sector as the ‘creation and implementation of new processes, products, services, and methods of delivery, which result in significant improvements in outcomes efficiency, effectiveness or quality’ (p. 3). Currie et al. (2008) described innovativeness in a public sector context as the search

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Influence of Modern Process Performance Indicators on Corporate Performance — the Empirical Study

to management based on enterprise search and analysis from the point of view of business activities and activities performed by managing staff. The basic idea of the process approach is that low business performance is caused by ineffective internal processes which should be changed, aiming to increase efficiency and higher added value for the customer. For many authors, process management is the most substantial breakthrough of the 20th century. Process management presents systems, procedures, methods and tools for sustainable maximised performance and continuous

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An analysis into early customer experiences of self-service checkouts: Lessons for improved usability

Introduction The use of self-service technologies (SSTs) has been increasingly incorporated into the retail environment ( Arnfield, 2014 ; Yang, Liu & Ding, 2012 ; Jamal, 2004 ; Burke, 2002 ; Merrilees & Miller, 2001 ) in recent years, with “many leading European retailers… heavily investing in self-scanning technology as part of their growth strategy” ( Retail Technology, 2010 , p. 1). SSTs are defined as technological interfaces, which assist the customer in the service process without the direct engagement of staff (Oyedele & Simpson, 2007; Meuter et

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A Correlational Study on Project Management Methodology and Project Success

-time projects. International Journal of Project Management , 33(8), 1836-1850. doi:10.1016/j.ijproman.2015.07.009 Wysocki, R. K. (2014). Effective project management: Traditional, agile, extreme (7th ed.) . Indianapolis: John Wiley and Sons. Zdanyte, K. and Neverauskas, B. (2011). The theoretical substation of project management challenges. Economics and Management , 16, 1013-1018. Retrieved from

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