According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index

In a Different Voice. Psychological Theory and Women’s Development. Cambridge, MA (Harvard University Press) 1982.

From a literature review to a conceptual framework for sustainable supply chain management

A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or disconfirmation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 meta-analyses of the job satisfaction-job performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfaction-performance relationship is provided.

http://m.timothy-judge.com/JS-JP%20published.pdf

The job satisfaction-job performance relationship: a qualitative and quantitative review.

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Research methods in the social sciences

The circular economy (CE) has gained importance in the post-COVID-19 pandemic recovery. Businesses, while realising the CE benefits, have challenges in justifying and evaluating the CE benefits usi...

Conceptualising Circular economy performance with non-traditional valuation methods: Lessons for a post-Pandemic recovery

Time is the top priority. We now live in real time. It's no longer life in the fast lane because every lane is fast. The computer has changed the way we view time. We expect everything to occur at Pentium speed! A time lag causes stress since it is viewed as an unnecessary waste. This is not a matter of immediate gratification; rather delays—such as standing in line—are viewed as something being wrong with the system, and the company that allows it to happen is perceived as not being up to speed! (Graham, 1996, p. 4).

Time‐based competitiveness: a strategic perspective

Modern manufacturing generates waste and causes shortages in natural resources due to a “take-make-waste” production system. The circular economy (CE) has been a policy initiative for supply chain looping strategies to reuse, refurbish, recycle, minimize, eliminate, share, and optimize material and energy use while maintaining firm profitability. Circular economy business models (CEBM) are recommended for achieving competitiveness for firms and their supply chains while reducing manufacturing waste and natural resource shortages present in the “take-make-waste” production system of traditional manufacturing. Despite the benefits of implementing CEBMs, there is a struggle to visualize the implications of CEBMs in organizational supply chains and beyond. This article presents the benefits of supply chain collaboration and infrastructure components based on practices of CEBM from several case study examples. Organizational, managerial, and technology development implications based on economic, environmental, and social dimensions are discussed from an administrative perspective. The paper ends with actionable steps for further advancement of CEBM in practice, along with areas for future research.

Circular Economy Business Models—Supply Chain Perspectives

Purpose – To expand the literature and enhance understanding of the mentoring process, this research proposes the social exchange theory (SET) as a framework for the exchanges that take place between individuals in a mentoring relationship.Design/methodology/approach – A detailed literature review for mentoring and Fiske's social exchange theory propositions, as well as work by Hofstede on power distance, gender, and diversity studies, provide a new approach to mentoring research.Findings – The four relational structures (communal sharing, authority ranking, equality matching and market pricing) developed by Fiske and the effects of diversity are integrated with the existing mentoring literature to create a new model explaining the effects exchange type and diversity have on the perceived amount of support given and received during the maturation process of the mentoring relationship.Research limitations/implications – This paper extends an under‐researched area of mentoring with discussion and suggests a...

Changing the lens

As the importance of the purchasing function in corporations increases, there has been a concurrent increase in the importance of ethics in the purchasing environment. The purchasing linkage is critical to effective operation of corporations as high‐quality raw materials and supplies available on a timely basis are required for global competitive success. Bottom‐line productivity and profitability, as well as long‐term viability, are directly dependent on effective functioning in the purchasing arena. The traditional organisational structure of the purchasing function has the potential to encourage unethical employee practices. Viewing the relationship between an organisation and its suppliers as adversarial creates conflict as well as inherent ethical dilemmas in the purchasing function. This article discusses various categories of unethical purchasing situations and illustrates ways to lessen or avoid these dilemmas through the introduction of just‐in‐time (JIT) inventory control procedures. The interna...

Marilyn M. Helms

Papers

Conceptualising Circular economy performance with non-traditional valuation methods: Lessons for a post-Pandemic recovery

Time‐based competitiveness: a strategic perspective

Circular Economy Business Models—Supply Chain Perspectives

Changing the lens

An Ethical Framework for Purchasing Decisions