Journal of Operations Management 17 Ž1998. 59–75 The TQM Paradox: Relations among TQM practices, plant performance, and customer satisfaction Thomas Y. Choi ) , Karen Eboch Department of Management, College of Business Administration, Bowling Green State UniÕersity, Bowling Green, OH 43403-0270, USA Received 14 January 1997; accepted 17 November 1997 Abstract We empirically examine a mediational model of TQM, in which TQM practices have a direct impact on customer satisfaction and an indirect
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City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2003 by The McGraw-HIll Companies, Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-141596-3 The material in this eBook also appears in the print
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Harlow CM20 2JE United Kingdom Tel: +44(0)1279 623623 Fax: +44(0)1279 431059 Website: www.pearsoned.co.uk First published 2003 Second edition published in Great Britain 2007 © Aldersgate Partners LLP 2003 © Casnus Limited 2007 ISBN: 978 0 273 71097 4 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data Nokes, Sebastian. The definitive guide to project management : the fast track
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and to Nepal. I began the compilation early in 1997, when I was teaching only part-time and occupied mainly with an intensive course in Cantonese and with work for an M.A. in Applied Linguistics. At the suggestion of my course director, Professor David Nunan, I had decided that my M.A.dissertation would be a diary study of my efforts with Cantonese and I needed a summary of my previous language learning experience as part of the exercise as well as for incorporation, in condensed form, in the eventual
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Learning with Cases INTRODUCTION The case study method of teaching used in management education is quite different from most of the methods of teaching used at the school and undergraduate course levels. Unlike traditional lecture-based teaching where student participation in the classroom is minimal, the case method is an active learning method, which requires participation and involvement from the student in the classroom. For students who have been exposed only to the traditional teaching methods
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FUNDAMENTALS OF Corporate Finance SECOND EDITION This page intentionally left blank FUNDAMENTALS OF Corporate Finance SECOND EDITION Jonathan Berk STANFORD UNIVERSITY Peter DeMarzo STANFORD UNIVERSITY Jarrad Harford UNIVERSITY OF WASHINGTON Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei
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edition 2009 Copyright © 2009, Francis Buttle Published by Elsevier Ltd. All rights reserved. The right of Francis Buttle to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988 No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher. Permissions may be sought
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means and summarise the key issues facing the sector as a whole, and also sub-sector specific issues; · to provide recommendations for industry and government. The report is divided into four parts. In Part I we provide a background to the sector and explain the framework for analysis used in the study. Part II provides the competitive analysis of the whole (generic) retail sector based upon the three components of the framework: drivers for change; sector structure; and internal
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......................................................................... 30 VII. Conclusion...................................................................................................................................................... 40 2 I. Introduction The financial year 2007-08 witnessed a slew of acquisitions across diverse sectors of the economy in India. Unlike in the past, such activity was not
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