In the United States, over 50% of restaurants fail within the first 5 years of operations resulting in approximately $2.1 billion annually in lost national sales revenue. The purpose of this multiple case study was to explore the strategies used by owners of nonfranchise, casual dining restaurants to ensure sustainability longer than 5 years. The study was grounded in Porter's 5 forces framework as a lens for identifying effective strategies that promote restaurant sustainability. The data collection process comprised gathering data and information via semistructured interviews with 3 owners of nonfranchise, casual dining restaurants in the mid-Atlantic region who sustained their restaurants for longer than 5 years. Also, a review of archival records, including restaurant websites, newspaper advertisements, social media, and promotional documentation ensued. Member checking ensured the accuracy of participant responses in the data analysis process, and methodological triangulation was used to increase understanding and validity of data. Three themes emerged from data analysis: offering quality food and exceptional service, respecting and encouraging employees, and participating in day-to-day operations. The findings of this study promote positive social change by supporting local farmers, providing nutritious food to consumers, developing positive community relationships, and providing a safe place to socialize and meet friends.

Lack of strategies to sustain continuous improvement initiatives to serve the needs of consumers whilst restructuring to conform to regulations has resulted in the collapse of some financial service companies in Ghana. The purpose of this multiple case study was to explore strategies some leaders of financial service companies use to engage employees to sustain continuous improvement initiatives to improve organizational performance. The targeted population comprised 6 senior leaders of financial service companies in Ghana who have engaged employees to sustain organizational continuous improvement initiatives. The conceptual framework for this study was Goldratt's theory of constraint complemented by the transformational leadership theory. Data were collected using semistructured face-to-face interviews, analysis of company reports, and field notes. Based on methodological triangulation and thematic analysis, 3 themes emerged from the study: operational excellence, employee engagement and incentives, and leadership strategies. The implications of these findings for positive social change include the potential to reduce poverty and improve quality of life in Ghana. Business leaders whose organizations attain improved financial performance can direct their efforts to increasing their organization's corporate social responsibility in the communities where they do business by supporting local charities and other initiatives.

Clinicians rely heavily on accurate laboratory results to diagnose and treat their patients. Laboratory errors can occur in any area of total testing phases, but more than half of the errors occur in the preanalytical phase. Framed by the total quality management theory, the purpose of this multiple case study was to explore medical laboratory managers' strategies to reduce preanalytical errors. A purposive sample of 2 organizations with laboratories in southern California participated in semistructured face-to-face interviews. Company A had 2 participants and 3 participants participated in the study from Company B. Each participant had at least 5 years of laboratory experience, with a minimum of 2 years of management experience in preanalytical testing, and had completed one project to minimize laboratory errors. Thematic analysis exposed 5 main themes: quality improvement, recognition, reward, and empowerment, education and training, communication, and patient satisfaction. The participants highlighted the need for organizations to concentrate on quality management to achieve patient satisfaction. To achieve quality services, medical laboratory managers noted the importance of employee engagement, education and training, and communication as successful strategies to mitigate preanalytical errors. The recommendation for action is for laboratory leaders to review and apply effective strategies exposed by the data in this study to reduce preanalytical errors in their medical laboratory. Positive implications of this study include reduction of preanalytical errors, increased operational cost, and improved patient experience.

Ständiga förbättringar är något de flesta företag, oavsett bransch, säger att de arbetar med. Dock har branscherna olika förutsättningar när det gäller arbetet med ständiga förbättringar. Några branscher har verksamheter som är lättare att kontrollera då produktionen exempelvis sker på en och samma plats medan andra verksamheter har svårare att kontrollera verksamheten då produktionen bedrivs på flera olika, och ibland, tillfälliga platser. Syftet med denna studie har varit att studera hur företag i två olika branscher med olika förutsättningar kan arbeta för att skapa en förbättringskultur som engagerar medarbetarna i arbetet med ständiga förbättringar samt vilka faktorer i en företagskultur som möjliggör respektive hindrar arbetet med detta. För att genomföra detta utfördes två fallstudier hos två utvalda företag inom bygg- och produktionsbranschen. Datainsamlingen bestod av kvalitativa semistrukturerade intervjuer med yrkesarbetare. Databearbetningen utfördes med hjälp av släktskapsdiagram som skapades individuellt för de båda företagen. Likheter och skillnader hos de båda företagen analyserades för att svara på studiens frågeställning.  Resultatet av studien visar att faktorer som hindrar respektive möjliggör en förbättringskultur har, för båda företagen i studien, tydliga kopplingar till tidigare kunskaper inom området. De identifierade faktorerna bestod av; Företaget, Kommunikation, Motivation, Medarbetarskap, Ledarskap, Delaktighet, Attityd. Dessa faktorer kan agera både hindrande respektive möjliggörande av förbättringsarbetet och har därmed stor betydelse för hur väl ett förbättringsarbete fungerar på en arbetsplats. Faktorerna kommunikation och delaktighet är två specifika områden som båda företagen i studien behöver arbeta mer med för att kunna skapa en stark förbättringskultur. / Continuous   improvements are something most companies, regardless of industry, say they   work with. However, the industries have different conditions when it comes to   work on continuous improvement. Some industries have businesses that are   easier to control as, for example, when production takes place in one and the   same place, while other businesses find it more difficult to control the   business since they have production in several different places. The purpose   of this study has been to study how companies in two different industries   with different conditions can work in order to create an improvement culture   that engages the employees in the work with continuous improvement and which   factors in an organizational culture that enable or hinder the work with   this. To do this, two case studies were carried out at two selected companies   in the construction and production industry. The data collection consisted of   qualitative semi-structured interviews with professional workers. The data   processing was performed with the help of Släktskapsdiagram that were created   individually for the two companies. Similarities and differences between the   two companies were analyzed to answer the study's purpose.   The   result of the study shows that factors that prevent or enable an improvement   culture, for both companies in the study, have clear links to previous   knowledge in the field. The identified factors consisted of; Company,   Communication, Motivation, Employee, Leadership, Participation, Attitude.   These factors can act both as a hindrance and as a means of enhancing the   improvement work and thus have great importance for how well an improvement   work works in a workplace. The factors of communication participation are two   specific areas that both the two companies in the study need to work more   with to create a strong culture of improvement. / <p>2019-06-27</p>

本論文共分為五章，第一章為緒論，除了對研究動機、研究目的、研就範圍、研究流程、研究限制、研究方法作一說明外並探討品質的概念，藉由幾位品管大師如W.EdwardsDeming，PhilipB.Crosby等人對品質所下的定義而了解品質的內涵。第二章則對全面品質管理作理論上的探討，在此章首先對TQM的興起背景作一說明，並對學者與實務界人士對TQM所下的定義略作闡述，進而說明TQM具有的特性與執行模式，最後並對TQM的執行工具作簡單介紹。從第三章起便以行政機關為對象探討TQM如何在其中應用，首先說明為何行政機關需要TQM。而由於行政機關顯然不同於企業組織，因此在第二節便對TQM在行政機關的適用性作一探討，然後指出行政機關若欲執行TQM所需遵循的原則，最後並針對我國情形，探討我國若欲實行TQM所須努力的方向。「他山之石，可以攻玉」，在第四章筆者主要係對目前TQM的實際運用狀況略作說明。但由於TQM是起源於美國、興盛於美國，因此本章首先便對目前TQM在美國的實施現況作一介紹，其次我國因目前除經濟部於民國80年曾有實施「團結圈」的經驗，因此在我國部分便介紹民間企業目前的實施現況作為參考、佐證；在本文中特以我國國家品質獎得主：臺灣德州儀器公司與中國鋼鐵公司作為探討的案例，而在最後以介紹經濟部團結圈的作法做為結束。第五章則為結論與建議，除了對本文作一總結外，並對公共行政學術界、實務界與後續研究者提出建議。

<p>Old people's life situation when receiving municipal help and care in theirlast period of life is sparsely investigated from their own perspective. Thepurpose of this study was focused on the thoughts of the aged people andtheir personal experiences on what quality is within the geriatric care. Inthis qualitative study, 10 elderly people aged 75-90 years wereinterviewed from 3 different nursing homes within Solna Municipality.Qualitative interviews, with the emphasis on their present life situationespecially what brought about a good life, were performed. The interviewswere analysed using qualitative content analysis. The implication of theterm “meaningful existence” is individual and differs from person toperson. This study has identified six categories that could lead to ameaningful existence for the elderly living in nursing homes. These were:to feel secure, maintaining self determination, maintaining relations, to berespected, to feel comfort and to be active. In conclusion it was found thata meaningful existence, what ever it may be to the single individual, isimportant the quality of life for the elderly person residing in nursing homes.</p>

Introduction Overtime the execution and control of business activities to meet and even exceed customer satisfac-tion has become an absolute top priority. This is because with an increase in the demand for diverse products and services of quality in unprecedented numbers, there is an automatic injection of complexi-ty into the activities and processes which companies undertake in order to fulfill customer satisfaction. This complexity which could be logistical in nature is usually centered on the provision of quality prod-ucts and services on a timely basis for customer satisfaction. In order to keep this complexity aspect in check while fulfilling customer satisfaction, there is the need to manage the different facets of complex-ity that relate to quality and agility. Purpose The purpose of this study is to understand the managerial actions on the logistical challenges of quality and agility in a Newspaper Distribution Company. Method In order to fulfill the purpose, the authors undertook a qualitative-single case study following an induc-tive approach. Interviews were conducted with two managers and these were basically face-to-face in-terviews though we also conducted some of the interviews by phone. Findings Managing complexity challenges of quality and agility requires the utilization of Total Quality Manage-ment (TQM), Just-in-Time (JIT) and Information flow (IF). Through the utilization of TQM, quality standards are enhanced through continuous improvement and the pursuit of excellence in the activities of the company. JIT as a philosophy helps in the elimination of waste and in the speeding up of processes within a company’s supply chain that result to the timely delivery of goods and services to customers in order to enhance customer satisfaction. Also, Information flow through the aid of diverse technologies such as mobile phones, radio phones, the internet, the World Wide Web, Customer Rela-tionship Management systems, Structured Query Language relational database but also word of mouth transmission have helped in the facilitation of decision making in the company relating to the delivery of quality products and services in an agile or responsive manner for customer satisfaction. Practical and Theoretical Implication The attainment of the requisites of agility while maintaining delivery quality may not be sufficient to enhance customer satisfaction. The information in the model provides management with a pathway to follow in solving logistical challenges towards enhancing customer satisfaction. The study offers theory development opportunities. Originality A model of logistical complexity management was designed for the attainment of customer satisfaction.

Old people's life situation when receiving municipal help and care in theirlast period of life is sparsely investigated from their own perspective. Thepurpose of this study was focused on the thoughts of the aged people andtheir personal experiences on what quality is within the geriatric care. Inthis qualitative study, 10 elderly people aged 75-90 years wereinterviewed from 3 different nursing homes within Solna Municipality.Qualitative interviews, with the emphasis on their present life situationespecially what brought about a good life, were performed. The interviewswere analysed using qualitative content analysis. The implication of theterm “meaningful existence” is individual and differs from person toperson. This study has identified six categories that could lead to ameaningful existence for the elderly living in nursing homes. These were:to feel secure, maintaining self determination, maintaining relations, to berespected, to feel comfort and to be active. In conclusion it was found thata meaningful existence, what ever it may be to the single individual, isimportant the quality of life for the elderly person residing in nursing homes.

The majority of researchers, believe that quality management is the aspect of strategy, a method strategically formed to gain competitive advantage. Quality must however, be managed in the sense that it fits the organization. Besides, organizations must also develop strategies to continuously improve and measure quality work. Historically, the view on quality has moved from an end-product focus in manufacturing organizations, to becoming a more holistic approach, incorporating all aspects of an organization. Today, there is no clear framework for how quality should be implemented in the most suitable way. However, strategic tools such as, TQM, Kaizen and Lean-production are used as means to achieve quality. The purpose of this study is to investigate how quality is managed and measured at an operational level at the corporate market department at Nordea, Jönköping. The research method used for the conduction of this study is a case study. The aim of the case study is to give an intensive description of how management work with quality at the corporate market department at Nordea, Jönköping. Thus, our sample is intrinsically bouned. Methods used for data collection, were two types of interviews with the corporate market department manager, and a questionnaire to the co-workers. The results have been analysed with the help of descriptive statistics. Through interviews, we have found that a qualified criteria for quality is when the right product is provided to the right customer by the high skilled employee, in order to achieve customer satisfaction. Quality work per-meates the whole office and it could be captured in two strategies: proactive and reactive. The former deals with the internal routine of work, more specif-ically; the Lean-meetings, coach-meetings, team work and quality measure-ment parameters, whereas the latter regards their continuous work with customer relations. Furthermore, identified tools at the corporate market de-partment at Nordea, Jönköping are; Lean-production, coach-meetings, ESI and CSI. These are well known by the co-workers, however, what can be further discussed is the implementation and fit of the tools with the organization. / Majoriteten av forskare tror att kvalitetsstyrning är en essentiell aspekt inom strategi för att uppnå konkurrensfördelar. Vidare måste kvalitet inte bara styras och implementeras på rätt sätt utan företag måste även utveckla strategier för att kontinuerligt förbättra samt mäta kvalitet. Historiskt sett, har fokus på vad kvalitet är förflyttat sig från slut produkten i tillverkningsindustrin till ett mer helhetskoncept som inkluderar alla delar av företag. Idag finns inget fast ramverk för hur kvalitets styrning skall implementeras på bästa sätt, dock kan TQM, Kaizen och Lean-produktion ses som hjälpmedel för att uppnå kvalitet. Syftet med studien är att undersöka kvalitetsstyrning på en operationell nivå samt att se hur kvalitetsförbättringar mäts på företagsavdelningen på Nordea i Jönköping. Den forskningsmetod som använts för den här studien är en fallstudie. Målet med studien var att ge en djupgående deskription av kvalitetsstyrningen på Nordeas företagsavdelning i Jönköping. Därför är vår målgrupp bunden till en specifik grupp. Metoder som användes var två olika intervjutyper med företagsavdelningschefen, samt en enkät till medarbetarna. Resultaten var senare sammanställda med hjälp av deskriptiv statistik. Från vår studie kan slutsatsen dras att ett kvalifiserat kriterium för kvalitet på Nordea Jönköpings företagsavdelning är, när den kompetenta medarbetaren erbjuder den rätta produkten till rätt kund för att uppnå kundnöjdhet. Kvalitetsarbetet genomsyrar hela organisationen och på företagsavdelningen kan man identifiera att de jobbar med kvalitetstyrning från två strategier; proaktiv och reaktiv. Proaktiva strategier berör interna arbetssätt, närmare bestämt; Lean-möten, Coach-samtal och kvalitetsmätnings parametrar. Reaktiva strategier är deras arbete för att få konkurrensfördel och stärka kund relationerna. Kvalitetsmätningsinstrumenten som är identifierade i arbetet på företagsavdelningen på Nordea Jönköping är: Lean-produktion, coach-samtal, ESI och CSI. Dessa är vedertagna av medarbetarna men vad som kan diskuteras är dock hur implementeringen av dessa verktyg är anpassad till organisationen.

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration