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Feinberg, Samuel - In: The TQM Magazine 10 (1998) 1, pp. 16-19

Managerial resistance to TQM is a function of opposing principles, which emphasise expert knowledge and experience, realism and the importance of individual creativity. Ignoring the valid points of this opposition merely drives resistance underground. An open dialogue on first principles is both...

Persistent link: https://www.econbiz.de/10015033569

Performance inprovement: a manager for the twenty‐ first century ‐ part I

Harrington, H. James - In: The TQM Magazine 10 (1998) 6, pp. 417-419

Managers are people who accomplish tasks through others. For the twenty‐first century, managers should be defined as …

Persistent link: https://www.econbiz.de/10015033612

The Internal Change Agent

Atkinson, Philip - In: The TQM Magazine 1 (1989) 3

Discusses who should be the right person to direct a TQM implementation programme. Provides the answer based on experience in helping organisations plan and introduce total quality initiatives. Asserts that what is required is a leader who can create change, force issues when necessary, and make...

Persistent link: https://www.econbiz.de/10015033783

From branded to endorsement corporate identity strategy: the case of the Fattals Hotel Management Group

Herstein, Ram; Mitki, Yoram - In: Tourism Review 63 (2008) 3, pp. 48-56

Purpose – During the past several years, many hotel management firms have changed their corporate identities. Such corporate identities are based primarily on one of the following three approaches: monolithic, endorsed and branded. The purpose of this paper is to describe the process of...

Persistent link: https://www.econbiz.de/10015033980

Work engagement among hotel managers in Beijing, China: potential antecedents and consequences

Burke, Ronald J.; Koyuncu, Mustafa; Jing, Wang; … - In: Tourism Review 64 (2009) 3, pp. 4-18

female hotel managers employed in Beijing, China. Design/methodology/approach – Data were collected from 309 respondents, a … contributes to the understanding of work engagement among managers in a large Confucian country in transition to a market economy. …

Persistent link: https://www.econbiz.de/10015033994

A Comparative Study of Ethical Perceptions of Managers and Non-Managers

Siu, Noel; Lam, Kit-Chun - In: Journal of Business Ethics 88 (2009) 1, pp. 167-183

Persistent link: https://www.econbiz.de/10004999685

Managerial overconfidence and corporate takeovers

Pan, Hongbo; Xia, Xinping; Yu, Minggui - In: International Journal of Managerial Finance 2 (2006) September, pp. 328-342

overconfidence about merger synergy. Design/methodology/approach – The paper applies continuous-time real options techniques and game … the model. Findings – This model implies that: abnormal returns to bidding shareholders will be negative with a high … degree of managerial overconfidence; combined returns to shareholders are usually positive; and both the bidder's and the …

Persistent link: https://www.econbiz.de/10005002476

Editorial introduction: the value and scope of the financing decision process

Michayluk, David; Zurbruegg, Ralf - In: International Journal of Managerial Finance 1 (2005) January, pp. 5-7

Purpose – This paper introduces readers to the International Journal of Managerial Finance, highlighting its value and scope to the academic and professional community. Design/methodology/approach – This paper provides opinions of the editors on the nature and context of Managerial Finance...

Persistent link: https://www.econbiz.de/10005002484

La déformation continue des managers

FIOL, Michel; de GEUSER, Fabien - HEC Paris (École des Hautes Études Commerciales) - 2004

This paper analyzes the way of thinking of the managers when they have to take a decision on a complex situation. …

Persistent link: https://www.econbiz.de/10005011499

An Economic Analysis of the Peter and Dilbert Principles

Faria, Joao Ricardo - Finance Discipline Group, Business School - 2000

skills that are difficult to measure and evaluate. The Peter Principle holds when managers are chosen from workers that are …

Persistent link: https://www.econbiz.de/10005102395