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Managerial Mindsets Toward Corporate Social Responsibility: The Case of Auto Industry in IranA contingency view on the impact of supplier development on design and conformance quality performanceCompetitive strategy, dynamic capability, and value creation: Some empirical evidence from UK telecommunications firmsSaying it without words: a qualitative study of employee voice in the Iranian building sectorThe dynamics of workplace relationships in a diverse internationally staffed organisation: a qualitative ethnographic assessmentThe influence of supply chain quality management practices on quality performance: an empirical investigation‘Reductionistic’ and ‘Holistic’ Views of Resource-Based Theory: A Review of the LiteratureThe applicability of Grant’s framework in the dynamic digital ageThe Influence of National Culture on Customer Service ExperienceThe Influence of National Culture on Customer Service ExperienceQualitative middle-range research in operations managementThe Role of Relapse Prevention and Goal Setting in Training Transfer EnhancementWhat sparks quality-driven change programmes in not-for-profit service sector? Some evidence from the voluntary sectorDoes management's approach impede service quality?Tackling one-sidedness in equality and diversity research: Characteristics of the current dominant approach to managing diverse workgroups in IranA Learning Organisation Approach to Managing Service QualityQuality performance in a global supply chain: finding out the weak linkThe Razor's edge: Managing MNC affiliates in IranKnowledge management practices in Indian information technology companiesManaging service quality: The managers' orientations and their consequences – case study evidence of current practiceStuck in the middle with youThe overlooked variable in managing human resources of Iranian organizations: workforce diversity – some evidenceThe rhetoric and reality of ‘process control’ in organisational environments with a TQM orientation: The managers’ viewTraining interventions: fulfilling managerial ends or proliferating invaluable means for employees?What is happening to flexible workers in the supply chain partnerships between hotel housekeeping departments and their partner employment agencies?The triangular supply chain relationship: labour dispatch agencies, hospitality sector, and flexible workers: the Taiwan experienceA new look at factors influencing total quality management failure: work process control or workforce control?A review of the theory and practice of managing TQM: An integrative frameworkDistancing flexibility in the hotel industry: the role of employment agencies as labour suppliersManagerial approaches towards service quality: the case of three service organisationsApproaches to quality management in the UK: survey evidence and implicationsManaging Change Initiatives: Fantasy or Reality? The Case of Public Sector OrganisationsThe compatibility of performance appraisal systems with TQM principles – evidence from current practiceA Contrast of HRM and TQM Approaches to Performance Management: Some Evidence*Breaking through barriers to TQM effectiveness: Lack of commitment of upper-level managementConflict between theory and practice: TQM and performance appraisalTop management: A threat or an opportunity to TQM?Challenges Posed to Performance Management by TQM Gurus: Contributions of Individual Employees Versus Systems-Level FeaturesHR performance evaluation in the context of TQMHave TQM organisations adjusted their performance management (appraisal) systems? A study of UK‐based TQM‐driven organisations
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description
researcher, ORCID id # 0000-0002-8925-2858
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wetenschapper
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Ebrahim Soltani
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Ebrahim Soltani
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Ebrahim Soltani
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Ebrahim Soltani
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Ebrahim Soltani
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Ebrahim Soltani
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Ebrahim Soltani
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Ebrahim Soltani
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Ebrahim Soltani
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Ebrahim Soltani
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Ebrahim Soltani
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Ebrahim Soltani
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P1153
8455312400
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0000-0002-8925-2858