I. INTRODUCTION TO EVALUATION. 1. Evaluation's Basic Purpose, Uses, and Conceptual Distinctions. 2. Origins of Modern Program Evaluation. 3. Recent Developments and Trends in Evaluation. II. ALTERNATIVE APPROACHES TO PROGRAM EVALUATION. 4. Alternative Views of Evaluation. 5. Objectives-Oriented Evaluation Approaches. 6. Management-Oriented Evaluation Approaches. 7. Consumer-Oriented Evaluation Approaches. 8. Expertise-Oriented Evaluation Approaches. 9. Adversary-Oriented Evaluation Approaches. 10. Participant-Oriented Evaluation Approaches. 11. Alternative Evaluation Approaches: A Summary and Comparative Analysis. III. PRACTICAL GUIDELINES FOR PLANNING EVALUATION. 12. Clarifying the Evaluation Request and Responsibilities. 13. Setting Boundaries and Analyzing the Evaluation Context. 14. Identifying and Selecting the Evaluative Questions and Criteria. 15. Planning How to Conduct the Evaluation. IV. PRACTICAL GUIDELINES FOR CONDUCTING AND USING EVALUATIONS. 16. Dealing with Political, Ethical, and Interpersonal Aspects of Evaluation. 17. Collecting, Analyzing, and Interpreting Quantitative Information. 18. Collecting, Analyzing, and Interpreting Qualitative Information. 19. Reporting and Using Evaluation Information. 20. Evaluating Evaluations. V. EMERGING AND FUTURE SETTINGS FOR PROGRAM EVALUATION. 21. Conducting Multiple-Site Evaluation Studies. 22. Conducting Evaluations of Organizations Renewal and Training in Corporate and Nonprofit Settings. 23. The Future of Evaluation. Appendix: Some General Areas of Competence Important in Education Evaluation.

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تقويم البرنامج : طرق بديلة و إرشادات عملية = Program evaluation Alternative Approaches and Practical Guidelines

Foundations of Behavioral Research 2nd ed

Purpose – The field of supply chain management (SCM) has historically been informed by knowledge from narrow functional areas. While some effort towards producing a broader organizational perspective has been made, nonetheless, SCM continues to be largely eclectic with little consensus on its conceptualization and research methodological bases. This paper seeks to clarify aspects of this emerging perspective.Design/methodology/approach – A total of 100 randomly selected refereed journal articles were systematically analyzed.Findings – A number of key findings emerged: the field is a relatively “new” one; several disciplines claim ownership of the field; consensus is lacking on the definition of the term; contextual focus is mostly on the manufacturing industry; predominantly “process” conceptual framing prevails; research methods employed are mostly analytical conceptual, empirical surveys or case studies; the positivist research paradigmatic stance is prevalent; and theories related to transaction cost e...

Supply Chain Management: A Structured Literature Review and Implications for Future Research

Supply chain management: a structured literature review and implications for future research

Part One Overview of Strategic Management Chapter 1 Strategic Management Part Two Strategy Formulation Chapter 2 Company Mission Chapter 3 Corporate Social Responsibility and Ethics Chapter 4 The External Environment Chapter 5 The Global Environment Chapter 6 Internal Analysis Chapter 7 Long-Term Objectives and Strategies Chapter 8 Business Strategy Chapter 9 Multibusiness Strategy Part Three Strategy Implementation, Control, and Innovation Chapter 10 Implementation Chapter 11 Organizational Structure Chapter 12 Leadership and Culture Chapter 13 Strategic Control Chapter 14 Innovation, and Entrepreneurship

Strategic Management Frmulation, Implementation and Control

Exploring consumer perceived risk and trust for online payments

Enterprise resource planning (ERP) and supply‐chain management (SCM) have been growing in popularity across various industries. New initiatives in resources planning, electronic commerce and extended supply chain drive the trend among corporations towards integrating strategic business applications. ERP systems assist enterprises in automating and integrating corporate cross‐functions such as inventory control, procurement, distribution, finance and project management. Through information sharing, SCM enables supply‐chain partners to work in close coordination to facilitate supplier‐customer interactions and minimize transaction cost. This research examines these two important concepts in terms of their evolution, functions and current development and further explores the rationales for their integration by analyzing the problems of ERP and presenting the solutions of SCM. This study is concluded with the imminent development of SCM and EPR systems and the industrial trend toward their integration.

Exploring the rationales for ERP and SCM integration

Supply chain management (SCM) is the process of optimizing a company's internal practices and improving the interaction with its suppliers and customers. The philosophy of SCM is to have the right product in the right place, at the right price, at the right time, and in the right condition. The major business value of an enterprise resources planning (ERP) system lies in its ability to integrate information across an organization and to model and automate its fundamental processes. ERP systems improve the efficiency of management decisions and operation plans and increase the flexibility with adjustments of functionality to react to changes in business needs. This research aims to compare SCR with ERP in terms of their evolution, application and functionality, investigate their relationship, and explore their potential system integration. This study is concluded with the future implications of SCM and EPR systems and the industrial trend toward their integration.

The New Spectrum of the Cross-Enterprise Solution: The Integration of Supply Chain Management and Enterprise Resources Planning Systems

An e‐fulfillment system is designed to meet the high order volume and stringent customer service requirements of global business‐to‐consumer e‐commerce. The system converts the traditional warehouse into a multi‐channel e‐fulfillment center. In the e‐commerce environment, some of the toughest decisions must be made on little or no hard information. In this study, the nature of e‐business and the typical fulfillment process are discussed. The authors further examine the strategy and operational requirements for e‐fulfillment. This article is concluded with the implication of a successful e‐fulfillment system, a suggested design of an e‐fulfillment center, and the future research focuses.

/pdf/e-fulfillment-the-strategy-and-operational-requirements-5cza121lpv.pdf

E‐fulfillment: the strategy and operational requirements

Delivering the right Internet service to the right person has been a major challenge to E-commerce strategies Develop- ers of E-commerce and online services have constantly faced the issue of scarce design guidelines to model their customers' on- line behavioral patterns This has called for new research on the characteristics of Internet users so that appropriate E-commerce website design strategies can be developed This study attempts to investigate the possibility of the non-detrimental effects of Internet dependency and proposes an instrument to measure both positive and negative Internet dependency The authors fur- ther assess the effects of these two types of dependency on several online activities to delineate the characteristics of Internet users This article is concluded with the managerial implications of the findings and the suggested E-commerce website design guidelines

J. Michael Tarn

Papers

Exploring consumer perceived risk and trust for online payments

Exploring the rationales for ERP and SCM integration

The New Spectrum of the Cross-Enterprise Solution: The Integration of Supply Chain Management and Enterprise Resources Planning Systems

E‐fulfillment: the strategy and operational requirements

Internet dependency: Its impact on online behavioral patterns in E-commerce