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|Title: ||A comprehensive model for improving the business performance of industrial organisations and its applicability in Jordan|
|Authors: ||Samman, Moayad Ibrahim|
|Issue Date: ||2000|
|Publisher: ||© Moayad Ibrahim Samman|
|Abstract: ||During the last two decades, organisations in developed countries have tried different management approaches to improve their business performance, although these approaches have not always been successful. Mostly, these approachess uch as Total Quality Management (TQM), Business Process Re-engineering (BPR), and Strategic Planning (SP), have been implemented as separate initiatives and in isolation of a holistic framework to manage change in the organisation. Also, in many cases, such approaches focus on technical aspects neglecting the people dimension. In addition to the lack of attention to potential problems that exist due to national cultural differences.
In order to diagnose the viability of such approaches and remedy potential causes of
failure, the researcher developed A Comprehensive Model for Improving Business Performance in Industrial Organisations. A research methodology has been
constructed to reach the research objectives. Content validation of the model has been
achieved through the literature, a survey that was conducted with UK prominent
experts, and a survey that was conducted with UK-based companies.
The new model is constructed to reflect development on existing models and
approaches,a nd to add other aspectsth at haven ot beenc onsideredb efore. As such, the model eliminates the gaps in the existing business models by integrating several improvement approaches into the organisation's business plan. The model is also characterised by identifying a causal relationship between its components, and
providing a step-by-step modular approach for achieving improvement. The cultural dimensions have been also included, at both corporate and national levels. The model was tested for its Applicability within Jordanian Industrial
Organisations. Differences related to culturalfactors such as power distance,
individualism and collectivism, corporate factors, and other non-cultural factors such
the country's level of development, were found to influence the model's applicability.
At the end, recommendations for practical modifications and adaptations are
presentedw ith a view to develop a Model for Jordan.|
|Description: ||A Doctoral Thesis. Submitted in partial fulfillment of the requirements for the award of Doctor of Philosophy of Loughborough University.|
|Appears in Collections:||PhD Theses (Mechanical, Electrical and Manufacturing Engineering)|
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