dc.contributor.author | Okwiri, Owino Agaya | |
dc.date.accessioned | 2013-02-13T14:23:14Z | |
dc.date.available | 2013-02-13T14:23:14Z | |
dc.date.issued | 2012 | |
dc.identifier.citation | DBA Africa Management Review: 2012, Vol 2 No 1, 24-41 | en |
dc.identifier.uri | http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/9803 | |
dc.description.abstract | The paper describes a participatory action-based case research to analyze the effect of the
easier-to-apply quality management core practices on the operational performance in
contexts in which the harder-to-apply socio-behavioural infrastructure practices are in
deficit. Uses collaborative core action research cycle built around thematic concerns of a
workgroup and a reflection cycle to experience, reflect and interpret the outcomes of actions
relating to the specific core practices. Bivariate correlation analysis is used on the data
collected from survey of a group of employees, structured observations and objective data
analysis to examine the relationships between the different quality management practices’
categories and operational performance dimensions. Proposes that organizations should not
have to wait for the socio-behavioural management, employee, customer, and supplier based
infrastructure practices to be in place before applying the mechanistic and technical process
and information-based quality practices. | en |
dc.language.iso | en | en |
dc.subject | Quality management, | en |
dc.subject | Internal process quality. | en |
dc.subject | Core practices, | en |
dc.title | Quality Management Core Practices: A Participatory Action-Based Case Research on Non-Integrated Implementation | en |
dc.type | Article | en |
local.publisher | School of Business | en |