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Publisher: Emerald   (Total: 341 journals)

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Showing 1 - 200 of 341 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 12)
Academia Revista Latinoamericana de Administraci√≥n     Open Access   (Followers: 2, SJR: 0.178, h-index: 1)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 31, SJR: 1.71, h-index: 3)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.144, h-index: 0)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 21, SJR: 2.187, h-index: 4)
Advances in Accounting Education     Hybrid Journal   (Followers: 16, SJR: 0.279, h-index: 0)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.451, h-index: 1)
Advances in Autism     Hybrid Journal   (Followers: 18, SJR: 0.222, h-index: 1)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 46, SJR: 0.21, h-index: 1)
Advances in Gender Research     Full-text available via subscription   (Followers: 3, SJR: 0.16, h-index: 0)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 5)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 64, SJR: 0.296, h-index: 0)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 30)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 10, SJR: 0.216, h-index: 1)
Agricultural Finance Review     Hybrid Journal   (SJR: 0.406, h-index: 1)
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 194, SJR: 0.354, h-index: 1)
American J. of Business     Hybrid Journal   (Followers: 17)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 11, SJR: 0.235, h-index: 1)
Arts and the Market     Hybrid Journal   (Followers: 8)
Asia Pacific J. of Innovation and Entrepreneurship     Open Access  
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.425, h-index: 1)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 5, SJR: 0.234, h-index: 1)
Asian Association of Open Universities J.     Open Access   (Followers: 1)
Asian Education and Development Studies     Hybrid Journal   (Followers: 5, SJR: 0.233, h-index: 1)
Asian J. on Quality     Hybrid Journal   (Followers: 3)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.222, h-index: 1)
Aslib J. of Information Management     Hybrid Journal   (Followers: 25, SJR: 0.725, h-index: 2)
Aslib Proceedings     Hybrid Journal   (Followers: 295)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.603, h-index: 2)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.309, h-index: 1)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.559, h-index: 2)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.5, h-index: 2)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 14, SJR: 0.46, h-index: 1)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8)
Business Strategy Series     Hybrid Journal   (Followers: 6)
Career Development Intl.     Hybrid Journal   (Followers: 17, SJR: 0.527, h-index: 2)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.31, h-index: 1)
China Finance Review Intl.     Hybrid Journal   (Followers: 5, SJR: 0.245, h-index: 0)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.278, h-index: 1)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.246, h-index: 1)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.296, h-index: 1)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.22, h-index: 1)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 5, SJR: 0.274, h-index: 1)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.731, h-index: 2)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.453, h-index: 1)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.336, h-index: 1)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.378, h-index: 1)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.504, h-index: 2)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 0)
Digital Library Perspectives     Hybrid Journal   (Followers: 23, SJR: 0.341, h-index: 1)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 21, SJR: 0.47, h-index: 1)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 130, SJR: 0.245, h-index: 1)
Education + Training     Hybrid Journal   (Followers: 23)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (Followers: 1, SJR: 1.707, h-index: 3)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 7, SJR: 0.551, h-index: 2)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.444, h-index: 1)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 10, SJR: 0.653, h-index: 2)
English Teaching: Practice & Critique     Hybrid Journal   (SJR: 0.417, h-index: 1)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 0.5, h-index: 1)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.26, h-index: 1)
European Business Review     Hybrid Journal   (Followers: 8, SJR: 0.585, h-index: 3)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.454, h-index: 2)
European J. of Management and Business Economics     Open Access   (Followers: 1, SJR: 0.239, h-index: 1)
European J. of Marketing     Hybrid Journal   (Followers: 21, SJR: 0.971, h-index: 2)
European J. of Training and Development     Hybrid Journal   (Followers: 11, SJR: 0.477, h-index: 1)
Evidence-based HRM     Hybrid Journal   (Followers: 5, SJR: 0.537, h-index: 1)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.503, h-index: 2)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.34, h-index: 1)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 18, SJR: 0.412, h-index: 1)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 2, SJR: 0.421, h-index: 1)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 46, SJR: 0.426, h-index: 1)
History of Education Review     Hybrid Journal   (Followers: 12, SJR: 0.26, h-index: 0)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.171, h-index: 0)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.129, h-index: 0)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.333, h-index: 1)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.174, h-index: 0)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.301, h-index: 1)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 5, SJR: 0.334, h-index: 1)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 7, SJR: 0.904, h-index: 3)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 2, SJR: 0.318, h-index: 1)
Info     Hybrid Journal   (Followers: 1)
Information and Computer Security     Hybrid Journal   (Followers: 22, SJR: 0.307, h-index: 1)
Information Technology & People     Hybrid Journal   (Followers: 43, SJR: 0.671, h-index: 2)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 11, SJR: 0.191, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 60)
Internet Research     Hybrid Journal   (Followers: 37, SJR: 1.645, h-index: 5)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4, SJR: 0.324, h-index: 1)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 9, SJR: 0.275, h-index: 1)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.654, h-index: 3)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, SJR: 0.353, h-index: 1)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 7, SJR: 0.318, h-index: 1)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.362, h-index: 1)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 13, SJR: 1.452, h-index: 4)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 18, SJR: 0.339, h-index: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 9, SJR: 0.139, h-index: 0)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 6, SJR: 0.387, h-index: 1)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.559, h-index: 1)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 6, SJR: 0.201, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3, SJR: 0.474, h-index: 2)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 2, SJR: 0.349, h-index: 1)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 4, SJR: 0.629, h-index: 2)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 5, SJR: 0.388, h-index: 1)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 6, SJR: 0.445, h-index: 1)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 11, SJR: 0.358, h-index: 1)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.247, h-index: 1)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.211, h-index: 1)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 6, SJR: 0.205, h-index: 0)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 7, SJR: 0.226, h-index: 1)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 10, SJR: 0.197, h-index: 1)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.214, h-index: 1)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 9, SJR: 0.375, h-index: 1)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.217, h-index: 1)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 3, SJR: 0.227, h-index: 0)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 19)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 5, SJR: 0.802, h-index: 3)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 10, SJR: 0.71, h-index: 2)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 5, SJR: 0.203, h-index: 1)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2, SJR: 0.36, h-index: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.365, h-index: 1)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 24, SJR: 0.426, h-index: 1)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 11, SJR: 0.307, h-index: 1)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.697, h-index: 3)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 18, SJR: 2.052, h-index: 4)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.268, h-index: 1)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.138, h-index: 1)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.25, h-index: 1)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.821, h-index: 4)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 8, SJR: 0.303, h-index: 1)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.578, h-index: 2)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 24, SJR: 0.438, h-index: 1)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 7, SJR: 0.492, h-index: 2)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.309, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.742, h-index: 3)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 5, SJR: 0.225, h-index: 1)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 49, SJR: 0.3, h-index: 1)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1, SJR: 0.269, h-index: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.228, h-index: 0)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 13, SJR: 0.502, h-index: 2)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2, SJR: 0.502, h-index: 0)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, SJR: 0.186, h-index: 1)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 2)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.303, h-index: 1)
Intl. Marketing Review     Hybrid Journal   (Followers: 16, SJR: 0.895, h-index: 3)
Irish J. of Occupational Therapy     Open Access  
ISRA Intl. J. of Islamic Finance     Open Access  
J. for Multicultural Education     Hybrid Journal   (Followers: 1, SJR: 0.237, h-index: 1)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.301, h-index: 1)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 9)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.314, h-index: 1)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 44, SJR: 0.222, h-index: 1)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (SJR: 0.108, h-index: 0)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.227, h-index: 1)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 49, SJR: 0.2, h-index: 0)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, SJR: 0.245, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 20)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.652, h-index: 2)
J. of Business Strategy     Hybrid Journal   (Followers: 11, SJR: 0.333, h-index: 1)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.243, h-index: 1)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.2, h-index: 0)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 4)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 6, SJR: 0.173, h-index: 1)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.625, h-index: 1)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.664, h-index: 2)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.368, h-index: 1)
J. of Criminal Psychology     Hybrid Journal   (Followers: 120, SJR: 0.268, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 46, SJR: 0.254, h-index: 1)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 10, SJR: 0.257, h-index: 1)
J. of Documentation     Hybrid Journal   (Followers: 178, SJR: 0.613, h-index: 1)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 2)
J. of Economic Studies     Hybrid Journal   (Followers: 5, SJR: 0.733, h-index: 1)
J. of Educational Administration     Hybrid Journal   (Followers: 6, SJR: 1.252, h-index: 2)
J. of Enabling Technologies     Hybrid Journal   (Followers: 3, SJR: 0.369, h-index: 1)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 16, SJR: 0.212, h-index: 1)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.827, h-index: 4)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.281, h-index: 1)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 8, SJR: 0.262, h-index: 1)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.268, h-index: 1)
J. of Facilities Management     Hybrid Journal   (Followers: 3, SJR: 0.33, h-index: 1)
J. of Family Business Management     Hybrid Journal   (Followers: 7)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.608, h-index: 2)
J. of Financial Crime     Hybrid Journal   (Followers: 376, SJR: 0.228, h-index: 0)
J. of Financial Economic Policy     Hybrid Journal   (Followers: 1, SJR: 0.186, h-index: 0)
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.309, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 8, SJR: 0.159, h-index: 0)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 13)
J. of Forensic Practice     Hybrid Journal   (Followers: 56, SJR: 0.205, h-index: 1)
J. of Global Mobility     Hybrid Journal   (Followers: 2, SJR: 0.377, h-index: 1)

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Journal Cover
International Journal of Productivity and Performance Management
Journal Prestige (SJR): 0.578
Citation Impact (citeScore): 2
Number of Followers: 7  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1741-0401
Published by Emerald Homepage  [341 journals]
  • Editorial
    • Pages: 942 - 942
      Abstract: International Journal of Productivity and Performance Management, Volume 67, Issue 6, Page 942-942, July 2018.

      Citation: International Journal of Productivity and Performance Management
      PubDate: 2018-06-18T01:27:05Z
      DOI: 10.1108/IJPPM-05-2018-0176
       
  • Do empowerment, job interdependence and organization support drive work
           outcome in the Indian insurance sector'
    • Pages: 943 - 966
      Abstract: International Journal of Productivity and Performance Management, Volume 67, Issue 6, Page 943-966, July 2018.
      Purpose The purpose of this paper is to examine the factors which influence positive and antagonistic job behavior of employees and their effects on work outcome. Such factors are regulated by the job design and policies of an organization. This is part of the findings. Design/methodology/approach The paper surveys a sample of 635 middle and lower level executives working in insurance organizations. Structural equation modeling was employed to test the nomological network. Findings Results reveal significant roles of empowerment and job interdependence in explaining positive job behavior and its influence on work outcome. In addition, limited role of organization support on employee job behavior was observed. Research limitations/implications This study was limited by its cross-sectional design and self- reported data. Issues of common method bias have been addressed. The outcome of this quantitative research provides input for job design focused on increasing work outcome. Originality/value This study highlights that empowerment at work brings about positive work behavior that significantly enhances employee commitment to customer service. Further, organization support at work does not explain employee behavior influencing work outcome; whereas, most past studies show significant role of support factors. Antagonistic behavior does not necessarily make an individual decide to leave the organization, indicating that such behaviors can be controlled by managing the contextual factors. The findings offer insights to motivation and behavior-related theories and suggest a shift in HR practices by predicting employee behavior.
      Citation: International Journal of Productivity and Performance Management
      PubDate: 2018-06-18T01:27:27Z
      DOI: 10.1108/IJPPM-09-2016-0199
       
  • The association between controls, performance measures and performance
    • Pages: 967 - 984
      Abstract: International Journal of Productivity and Performance Management, Volume 67, Issue 6, Page 967-984, July 2018.
      Purpose The purpose of this paper is to contribute to the contingency-based literature examining the effectiveness of the intensity of control, which represents the combined use of Simons’s (1995) four levers of control: beliefs, boundary, diagnostic use of controls and interactive use of controls. Specifically, the study examines the association between the intensity of control with multidimensional performance measures (financial, customer, learning and growth, quality and internal business processes) and organisational performance (cost, delivery and flexibility). Design/methodology/approach A survey questionnaire was distributed to either the chief financial officers or financial controller within 645 Australian manufacturing organisations identified in the Onesource online database. Structural Equation Modelling was used to analyse the association between the intensity of control with multidimensional performance measures, and the association between multidimensional performance measures with organisational performance. The mediating effect of multidimensional performance measures on the association between the intensity of control and organisational performance was tested using the bootstrapping with bias-correct confidence intervals method. Findings The intensity of control is associated with the extent of use of multidimensional performance measures with the latter found to mediate the association between the intensity of control and performance (cost, delivery and flexibility). Additional analysis suggests that the extent of use of financial and quality measures mediates the association between the intensity of controls and cost performance; the extent of use of internal process and quality measures mediates the association between the intensity of controls and delivery performance; and the extent of use of internal process measures mediates the association between the intensity of controls and flexibility performance. Practical implications The findings imply that management should employ a broader perception towards the use of performance measures both as a means of supporting the implementation of controls and facilitating enhanced organisational performance. Originality/value The study addresses the concern raised that the existing management control systems (MCSs) literature remains “piecemeal” due to the lack of recognition of the interdependency between different controls and the inability of researchers to examine MCSs as a holistic package. Specifically, this study provides insights into how the combined use of the four levers of controls and multidimensional performance measures can enhance specific aspects of organisational performance.
      Citation: International Journal of Productivity and Performance Management
      PubDate: 2018-06-18T01:27:53Z
      DOI: 10.1108/IJPPM-03-2017-0059
       
  • Longitudinal research into the effects of the high performance
           organisation framework
    • Pages: 985 - 999
      Abstract: International Journal of Productivity and Performance Management, Volume 67, Issue 6, Page 985-999, July 2018.
      Purpose Many models for designing a high-performance organization (HPO) have been proposed in the past decades. However, not much information can be found in the extant literature on whether these models actually improve the results of an organization over time in a sustainable manner. The purpose of this paper is to evaluate whether de Waal’s (2012) HPO framework does help organizations increase their performance in a sustainable manner. Design/methodology/approach De Waal’s HPO framework was applied at Nader & Ebrahim S/O Hassan (NEH), a Philippine banana producer and exporter. In 2013, a first HPO diagnosis was conducted, in which the HPO status and possible improvements were identified. This application entailed conducting a questionnaire, holding interviews, and organizing a feedback workshop with management and employees. The aim was to identify possible improvements which the organization could implement in order to achieve high performance. Subsequently, NEH started to work on these improvements, and in 2015, a second diagnosis followed. Findings The second HPO diagnosis showed that both NEH’s HPO scores and organizational results had gone up considerably. The research results also showed which of the interventions, which NEH applied during working on the improvements, were most effective. Originality/value Virtually all of the HPO frameworks and models described in the literature have not been tested scientifically on their effectiveness. Thus, the research into the workings and effectiveness of de Waal’s framework belongs to an exclusive and limited set of longitudinal research studies which actually brings the study of effective performance models further.
      Citation: International Journal of Productivity and Performance Management
      PubDate: 2018-06-18T01:27:21Z
      DOI: 10.1108/IJPPM-08-2017-0183
       
  • Translating technological change – implementing technology into a
           hospital
    • Pages: 1000 - 1015
      Abstract: International Journal of Productivity and Performance Management, Volume 67, Issue 6, Page 1000-1015, July 2018.
      Purpose The purpose of this paper is to understand how changes in technological devices, implemented to increase productivity and enhance performance are translated by medical professions in their clinical work. As organizations become more technology dependent by digitalization, deeper understanding of change processes will enhance change outcomes. Design/methodology/approach A case study based on interviews, observations, on site and document analyses is undertaken to study the use of electronic speech recognizer (SR). An actor network theory (ANT) approach is used to address practice. Findings Doctors diversely adjust to the new technology. The use of the SR technology was negotiated and translated by the doctors. The technology was continuously re-designed and interacting with the human actors. In the translation process, powerful actors (doctors) influence outcome of changes, and thus, they affect the effectiveness of the change initiatives. Research limitations/implications The theoretical approach enables a detailed and rich understanding of the sociology of technology. Future research should go deeper into case studies in other contexts. Practical implications Technology is not deterministic entities, and politicians and managers should pay attention to how technology interact with key actors in implementation of system (technology) changes. The design and use phases implicate on the effect of such changes. Social implications In order to successfully manage change processes, powerful actors should be motivated to actively participate in the design and the implementation phases in order to design and redesign the functions and roles of technologies. Originality/value The theoretical approach (ANT) addresses technology according to the concept of sociomateriality. This approach enables understanding technology, people and organizations as entangled (integrated). The theoretical concepts developed knowledge to gain deeper and wider understanding of the role of technology in managing of performance and productivity initiatives.
      Citation: International Journal of Productivity and Performance Management
      PubDate: 2018-06-18T01:27:59Z
      DOI: 10.1108/IJPPM-08-2016-0157
       
  • Digital dividends in the phase of falling productivity growth and
           implications for policy making
    • Pages: 1016 - 1032
      Abstract: International Journal of Productivity and Performance Management, Volume 67, Issue 6, Page 1016-1032, July 2018.
      Purpose Despite the rapid pace of digitalization, aggregate productivity growth rates in most advanced countries have slowed down consistently in recent years. It creates a “puzzle”, as investment in information technology (IT) has often been thought of as a remedy to solve productivity problems. The purpose of this paper is to examine the “puzzle” by using industry-level data. Design/methodology/approach This research uses industry-level longitudinal data and examines changes in both labour and multifactor productivity (MFP) in Australian industries. This study uses an instrumental variable (IV) approach to estimate the models. Findings Findings suggest an improvement in IT-led productivity performance in recent years. Industries with an above-average share of IT (IT investment as a share of total investment) have experienced MFP boosts since 2005. Research limitations/implications Because of the aggregate nature of the data it was not possible to incorporate firm-specific factors, such as managerial and organisational factors, in the analysis. Practical implications The performance of IT has improved despite the falling growth in technology investment in recent years, suggesting that intangible factors, such as better regulatory and policy frameworks, have potentially played a positive role. Originality/value There are only a few studies using sectoral and longitudinal-type data, with many having become dated, meaning that there is a lack of understanding surrounding recent developments.
      Citation: International Journal of Productivity and Performance Management
      PubDate: 2018-06-18T01:27:00Z
      DOI: 10.1108/IJPPM-02-2017-0050
       
  • Ten commandments of Lean Six Sigma: a practitioners’ perspective
    • Pages: 1033 - 1044
      Abstract: International Journal of Productivity and Performance Management, Volume 67, Issue 6, Page 1033-1044, July 2018.
      Purpose The purpose of this paper is to provide lean and six sigma professionals and researchers of tomorrow with Ten Commandments of Lean Six Sigma (LSS). Design/methodology/approach The Ten Commandments of LSS are based on several years’ experience of four authors who act as researchers, LSS Master Black Belts, consultants, practitioners and trainers on various topics of Lean, Six Sigma and general quality management and continuous improvement. Findings The Ten Commandments in our opinion include: alignment of LSS initiative with organisational strategy, LSS project selection and prioritisation, selection of top talent for the project execution, leadership for LSS, effective training and design of appropriate curriculum for different LSS roles, development of reward and recognition system, LSS sustainability, Linking LSS with Organisational Learning and Innovation, Linking LSS with Environmental Management System Standards and finally LSS and Big Data. Research limitations/implications The key features outlined in this paper are based on the practitioners of LSS. The authors of this article are planning to pursue a global study to critically evaluate these commandments by various practitioners of LSS. Originality/value The senior managers and executives of various businesses can use these commandments of LSS as a guide to achieve and sustain competitive advantage.
      Citation: International Journal of Productivity and Performance Management
      PubDate: 2018-06-18T01:27:08Z
      DOI: 10.1108/IJPPM-07-2017-0170
       
  • Application of visual management panel on an airplane assembly station
    • Pages: 1045 - 1062
      Abstract: International Journal of Productivity and Performance Management, Volume 67, Issue 6, Page 1045-1062, July 2018.
      Purpose The management of materials consists of an important analysis for industries as there are factors in several areas that should be considered. For this, it should take into account logistical factors, quality and production, because one piece delivered in a large lead time or outside the technical quality standards, imply delays in the project or rework. In this context, the importance of creating a control method of input and output of tools in an aviation industry in the city of Toulouse, France, was seen due to the amount of many incomplete arrivals or inappropriate material for use. The paper aims to discuss this issue. Design/methodology/approach This study used a philosophy of lean manufacturing tools and visual management (VM). A VM panel with information documents of all tools used in an assembly station of a model airplane was applied. With all data collected to carry out the project, the panel was created with the most relevant information of each tool and applied to an assembly station. That done, the production supervisors, mechanical and electrical supervisors were trained in the operation. Despite a change of management, it was realized that all supported the change due to the ease of understanding of the method and a good VM. Findings At the end of the work, materials management became more simplified, operators were more satisfied because of the non-occurrence of tools mistakes and the control time decreased from 120 to 15 minutes. Research limitations/implications The application of this project has begun in an assembly station; however, it has been validated to be applied throughout the facility and its applications are being studied for other industries with different models. Practical implications This project developed a visual panel for support visual communication of the airplane assembly line. Its usage eliminates tools lost, inefficiencies and decreases lost time with tools selection. Originality/value This work proposes a way to simplify the management tools for assembly station plane using a VM panel based on the lean philosophy. The study was conducted at the Final Assembly Line of an aircraft model from a unit of an aircraft company.
      Citation: International Journal of Productivity and Performance Management
      PubDate: 2018-06-18T01:28:06Z
      DOI: 10.1108/IJPPM-09-2016-0189
       
  • Leadership styles and their relationship with TQM focus for Indian firms
    • Pages: 1063 - 1088
      Abstract: International Journal of Productivity and Performance Management, Volume 67, Issue 6, Page 1063-1088, July 2018.
      Purpose The purpose of this paper is to examine leadership styles and their impact on TQM focus within Indian firms. Design/methodology/approach The empirical data for this study were drawn from a survey of 111 firms in India to examine the validity and reliability of the independent constructs (leadership styles: transformational, servant, adaptive, rational and kinesthetic); and two dependent constructs (TQM focus: continuous improvement and innovation). The data were analyzed employing correlation and multiple regression analysis to identify the influence of leadership styles on TQM focus. Findings The results of the study revealed that six of the nine hypotheses have a significant and positive relationship with TQM focus; one hypothesis is partial while rest two hypotheses are not associated with TQM focus. It is also found that leadership styles are more inclined to continuous improvement and perceived as dominant TQM practices than innovation. Research limitations/implications This study used only two major variables, continuous improvement and innovation, as the outcome of TQM focus, but the outcomes are not limited. TQM focus is also related to other variables such as customer focus, product quality, employee involvement, benchmarking, etc. Future research should be extended by using other variables as the outcome of TQM focus. Originality/value The results can be beneficial for the current organization’s leaders to achieve appropriate leadership styles for effective and TQM focus. Moreover, this paper also attempts to inspire researchers to include the TQM focus in studying the effect of the leaders on TQM focus while implementing it effectively in the organizations.
      Citation: International Journal of Productivity and Performance Management
      PubDate: 2018-06-18T01:27:37Z
      DOI: 10.1108/IJPPM-03-2017-0071
       
 
 
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