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performance</title> <meta name="description" content="Search results for: company performance"> <meta name="keywords" content="company performance"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="company performance"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 14071</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: company performance</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14071</span> Impact of Risk Management Practices on Company Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Syed%20Atif%20Ali">Syed Atif Ali</a>, <a href="https://publications.waset.org/abstracts/search?q=Farzan%20Yahya"> Farzan Yahya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research paper covers the issue of risk management impact on the company performance. Degree of financial leverage (DFL), degree of operating leverage (DOL) and the working capital ratio (WCR) are taken as independent variables which are the representative of risk and the earning price per share (EPS), return on assets (ROA), return on equity (ROE), Sales and Net profits which are the representative of performance. Last 10 years (2004-2013) of Cement sector of Pakistan data is chosen as sample for analyze their relations by multiple regression technique. Through analyses, it is found that WCR impact adequately on the company performance because if company has enough liquidity than it perform its operations smoothly and enhance its performance very well. DFL should be control moderately because enough DFL leads performance of company downward. On the other hand, the DOL should be less because it causes the less profitability for a company from its operations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=degree%20of%20financial%20leverage%20%28DFL%29" title="degree of financial leverage (DFL)">degree of financial leverage (DFL)</a>, <a href="https://publications.waset.org/abstracts/search?q=degree%20of%20operating%20leverage%20%28DOL%29" title=" degree of operating leverage (DOL)"> degree of operating leverage (DOL)</a>, <a href="https://publications.waset.org/abstracts/search?q=working%20capital%20ratio%20%28WCR%29" title=" working capital ratio (WCR)"> working capital ratio (WCR)</a>, <a href="https://publications.waset.org/abstracts/search?q=earning%20per%20share%20%28EPS%29" title=" earning per share (EPS)"> earning per share (EPS)</a>, <a href="https://publications.waset.org/abstracts/search?q=return%20on%20equity%20%28ROE%29" title=" return on equity (ROE)"> return on equity (ROE)</a>, <a href="https://publications.waset.org/abstracts/search?q=return%20on%20assets%20%28ROA%29" title=" return on assets (ROA)"> return on assets (ROA)</a> </p> <a href="https://publications.waset.org/abstracts/33906/impact-of-risk-management-practices-on-company-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33906.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">453</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14070</span> Effect of Company Value, Leadership, and Ownership Succession on Financial Performance of Family Business</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Theresia%20Dwi%20Hastuti">Theresia Dwi Hastuti</a>, <a href="https://publications.waset.org/abstracts/search?q=Kristiana%20Haryanti"> Kristiana Haryanti</a>, <a href="https://publications.waset.org/abstracts/search?q=Agustine%20Eva%20Maria%20Soekesi"> Agustine Eva Maria Soekesi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today's family business continues to grow in big cities and in rural areas throughout Indonesia in line with the development of the business world and global competition. This study aims to analyze the effect of company value, leadership, and ownership succession on the financial performance of the family business. The research method was carried out quantitatively with multiple regression. The respondent amounted to 63 entrepreneurs. This study found that company value, leadership succession, relationships, and communication affect the financial performance of the family business. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=company%20value" title="company value">company value</a>, <a href="https://publications.waset.org/abstracts/search?q=family%20business" title=" family business"> family business</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20performance" title=" financial performance"> financial performance</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20succession" title=" leadership succession"> leadership succession</a>, <a href="https://publications.waset.org/abstracts/search?q=ownership%20succession" title=" ownership succession"> ownership succession</a> </p> <a href="https://publications.waset.org/abstracts/151832/effect-of-company-value-leadership-and-ownership-succession-on-financial-performance-of-family-business" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151832.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">131</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14069</span> The Impact of Business Process Reengineering to the Company Performance through TQM and Enterprise Resource Planning Implementation on Manufacturing Companies in East Java, Indonesia </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Widjojo%20Suprapto">Widjojo Suprapto</a>, <a href="https://publications.waset.org/abstracts/search?q=Zeplin%20Jiwa%20Husada%20Tarigan"> Zeplin Jiwa Husada Tarigan</a>, <a href="https://publications.waset.org/abstracts/search?q=Sautma%20Ronni%20Basana"> Sautma Ronni Basana</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business process reengineering can be conducted by some procedure rationalization for all related departments in a company so that all data and business processes are connected. The changing of any business process is used to set up the working standard so that it gives an impact to the implementation of ERP and the company performance. After collecting and processing the data from 77 manufacturing companies, it is obtained that BPR (Business Process Reengineering) has no direct impact on the implementation of ERP (Enterprise Resource Planning) in the companies and manufacturing performance; however, it influences the implementation of TQM. The implementation of TQM influences directly the implementation of ERP, but it does not influence directly the company performance. The implementation of ERP gives a significant increase in the work performance of the manufacturing companies in East Java. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=enterprise%20resources%20planning" title="enterprise resources planning">enterprise resources planning</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20reengineering" title=" business process reengineering"> business process reengineering</a>, <a href="https://publications.waset.org/abstracts/search?q=TQM" title=" TQM"> TQM</a>, <a href="https://publications.waset.org/abstracts/search?q=company%20performance" title=" company performance"> company performance</a> </p> <a href="https://publications.waset.org/abstracts/81611/the-impact-of-business-process-reengineering-to-the-company-performance-through-tqm-and-enterprise-resource-planning-implementation-on-manufacturing-companies-in-east-java-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81611.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">207</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14068</span> The Role of Human Capital, Structural Capital, and Relation Capital towards Company Performance Using Partial Least Square</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Novawiguna%20Kemalasari">Novawiguna Kemalasari</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Badawi%20Saluy"> Ahmad Badawi Saluy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Recent economic developments are more dependent on the value created by intangible assets than tangible company's assets. Intangible assets in question is intellectual capital that is recognized as the basis of individual, organizational, and general competition in the 21st century. The rapid global economy and technological innovations that have led to tough competition in the business world, make IC creation, management, measurement, and evaluation an important indicator in improving company performance that will affect the value of the company in the future. This study aims to determine the strong influence of intellectual capital on corporate performance, and how the influence of human capital on structural capital and relation capital. By distributing questionnaires to 100 employees of banking companies in Jakarta with middle and upper positions. Approach method used is Partial Least Square (PLS) Based on research that has been done, it can be concluded that human capital has influence on relation capital and structural capital. Similarly, the influence on the performance of the company turned out to human capital and relation capital has a significant influence, but structural capital has a non-significant effect on company performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20capital" title="human capital">human capital</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20capital" title=" structural capital"> structural capital</a>, <a href="https://publications.waset.org/abstracts/search?q=relation%20capital" title=" relation capital"> relation capital</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20performance" title=" corporate performance"> corporate performance</a> </p> <a href="https://publications.waset.org/abstracts/88865/the-role-of-human-capital-structural-capital-and-relation-capital-towards-company-performance-using-partial-least-square" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88865.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">189</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14067</span> Corporate Social Responsibility and Firm Performance: The Mediating Role of Reputation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yosra%20Makni">Yosra Makni</a>, <a href="https://publications.waset.org/abstracts/search?q=Mariam%20Dammak"> Mariam Dammak</a>, <a href="https://publications.waset.org/abstracts/search?q=Dhouha%20Abed"> Dhouha Abed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: This paper investigates the mediating role of corporate reputation on the relationship between corporate social responsibility and financial performance. Design/Methodology/Approach: Based on a sample of 4329 drawn from 33 developed and developing countries and over a period of eight-year ranging from 2009 to 2016, we apply an Ordinary Least Squares regression (OLS) regressions to test our hypotheses. Findings: The authors find that there is a positive association between Corporate Social Responsibility (CSR) engagement and the financial performance of a company. They also document that there is a positive association between CSR engagement and a company's reputation and the company's reputation mediates the relationship between engagement in CSR activities and financial performance. Originality Value: This study contributes to the literature in the following ways. First, our research advances the understanding of the link between corporate social responsibility and financial performance by responding to the requests of several researchers to study the mechanisms of mediation between these two concepts given the scarcity relative to currently available research. So we include the most important predicted advantage of CSR, namely reputation, by developing and testing a more complex relationship. Secondly, these relationships have been investigated using an international sample drawn from a large number of countries with a high reputation. Using Judy and Kenny's method, we have confirmed that the company's reputation can play the role of a mediating variable on the relationship between CSR's commitment to operations and the financial performance of the company. More specifically, the more the company is engaged in the activities of CSR, the more it can have a good reputation, more than it has a good financial performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title="corporate social responsibility">corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=company%27s%20reputation" title=" company's reputation"> company's reputation</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20performance" title=" financial performance"> financial performance</a>, <a href="https://publications.waset.org/abstracts/search?q=mediating%20variable" title=" mediating variable"> mediating variable</a> </p> <a href="https://publications.waset.org/abstracts/109774/corporate-social-responsibility-and-firm-performance-the-mediating-role-of-reputation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/109774.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">168</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14066</span> The Influence of Strategic Networks and Logistics Integration on Company Performance among Small and Medium Enterprises </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jeremiah%20Madzimure">Jeremiah Madzimure</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In order to stay competitive in business and improve performance, Small and Medium Enterprises (SMEs) need to make use of business networking and logistics integration. Strategic networking and logistics integration in business companies have become critical as they allow supplier partnering, exchange of vital information/ access to valuable resources allowing innovation, gaining access to additional resources, sharing risks and costs which is required for enhancing company performance. The purpose of this study was to examine the influence of strategic networks and logistics integration on company performance: the case of small and medium enterprises in South Africa. A quantitative research design was adopted in this study, and 137 SMEs owners and managers completed and returned the survey questionnaire. Confirmatory Factor Analysis (CFA) was conducted using the Analysis of Moment Structures (AMOS), version 24.0 to assess psychometric properties of the measurement scales. Path modelling techniques were used to test the proposed hypothesis. Three research hypotheses were postulated. The results indicate that strategic networks had a positive and significant influence on logistics integration and company performance. As well logistics integration had a strong positive and significant influence on company performance. This study provides a useful model for analysing the relationship between strategic networks and logistics integration on company performance. Moreover, the findings of the study provide useful insights into how SMEs should benefit from business networking and logistics integration so as to improve their performance. The implications of the study are discussed, and finally, limitations and recommendations are indicated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20networking" title="strategic networking">strategic networking</a>, <a href="https://publications.waset.org/abstracts/search?q=logistics%20integration" title=" logistics integration"> logistics integration</a>, <a href="https://publications.waset.org/abstracts/search?q=company%20performance" title=" company performance"> company performance</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a> </p> <a href="https://publications.waset.org/abstracts/83431/the-influence-of-strategic-networks-and-logistics-integration-on-company-performance-among-small-and-medium-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/83431.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">297</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14065</span> The Impact of Innovations in Human Resource Practices, Innovation Capabilities and Competitive Advantage on Company Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bita%20Kharazi">Bita Kharazi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research was to investigate the impact of innovations in human resource practices, innovation capabilities, and competitive advantage on company performance. This research was applied in terms of purpose and in terms of method, it was descriptive research of correlation type. The statistical population of this research was all the employees of Zar Industrial and Research Group. The sampling method was available in this research, and Cochran's formula was used to determine the statistical sample size. A standard questionnaire was used to collect information in this research, and SPSS software and simultaneous regression statistical tests were used to analyze the data. Based on the findings of the present research, it was found that the components of creativity in human resource practices, innovation capability, and competitive advantage have a significant impact on the company's performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title="human resource management">human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=company%20performance" title=" company performance"> company performance</a> </p> <a href="https://publications.waset.org/abstracts/192233/the-impact-of-innovations-in-human-resource-practices-innovation-capabilities-and-competitive-advantage-on-company-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/192233.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">18</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14064</span> An Investigation on the Relationship between Taxi Company Safety Climate and Safety Performance of Taxi Drivers in Iloilo City</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jasper%20C.%20Dioco">Jasper C. Dioco</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study was done to investigate the relationship of taxi company safety climate and drivers’ safety motivation and knowledge on taxi drivers’ safety performance. Data were collected from three Taxi Companies with taxi drivers as participants (N = 84). The Hiligaynon translated version of Transportation Companies’ Climate Scale (TCCS), Safety Motivation and Knowledge Scale, Occupational Safety Motivation Questionnaire and Global Safety Climate Scale were used to study the relationships among four parameters: (a) Taxi company safety climate; (b) Safety motivation; (c) Safety knowledge; and (d) Safety performance. Correlational analyses found that there is no relation between safety climate and safety performance. A Hierarchical regression demonstrated that safety motivation predicts the most variance in safety performance. The results will greatly impact how taxi company can increase safe performance through the confirmation of the proximity of variables to organizational outcome. A strong positive safety climate, in which employees perceive safety to be a priority and that managers are committed to their safety, is likely to increase motivation to be safety. Hence, to improve outcomes, providing knowledge based training and health promotion programs within the organization must be implemented. Policy change might include overtime rules and fatigue driving awareness programs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=safety%20climate" title="safety climate">safety climate</a>, <a href="https://publications.waset.org/abstracts/search?q=safety%20knowledge" title=" safety knowledge"> safety knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=safety%20motivation" title=" safety motivation"> safety motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=safety%20performance" title=" safety performance"> safety performance</a>, <a href="https://publications.waset.org/abstracts/search?q=taxi%20drivers" title=" taxi drivers"> taxi drivers</a> </p> <a href="https://publications.waset.org/abstracts/86848/an-investigation-on-the-relationship-between-taxi-company-safety-climate-and-safety-performance-of-taxi-drivers-in-iloilo-city" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/86848.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">192</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14063</span> Exploring the Relationship between Computerization and Marketing Performance Case Study: Snowa Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mojtaba%20Molaahmadi">Mojtaba Molaahmadi</a>, <a href="https://publications.waset.org/abstracts/search?q=Morteza%20Raei%20Dehaghi"> Morteza Raei Dehaghi</a>, <a href="https://publications.waset.org/abstracts/search?q=Abdolrahim%20Arghavan"> Abdolrahim Arghavan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present study aims to explore the effect of computerization on marketing performance in Snowa Company. In other words, this study intends to respond to this question that whether or not there is a relationship between utilization of computerization in marketing activities and marketing performance. The statistical population included 60 marketing managers of Snowa Company. In order to test the research hypotheses, Pearson correlation coefficient was employed. The reliability was equal to 96.8%. In this study, computerization was the independent variable and marketing performance was the dependent variable with characteristics of market share, improving the competitive position, and sales volume. The results of testing the hypotheses revealed that there is a significant relationship between utilization of computerization and market share, sales volume and improving the competitive position <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=computerization" title="computerization">computerization</a>, <a href="https://publications.waset.org/abstracts/search?q=e-marketing%20information" title=" e-marketing information"> e-marketing information</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20performance" title=" marketing performance"> marketing performance</a> </p> <a href="https://publications.waset.org/abstracts/38614/exploring-the-relationship-between-computerization-and-marketing-performance-case-study-snowa-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38614.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">331</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14062</span> Evaluation of Top-down and Bottom-up Leadership Development Programs in a Finnish Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kati%20Skarp">Kati Skarp</a>, <a href="https://publications.waset.org/abstracts/search?q=Keijo%20Varis"> Keijo Varis</a>, <a href="https://publications.waset.org/abstracts/search?q=Juha%20Kettunen"> Juha Kettunen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to examine and evaluate the top-down and bottom-up leadership development programs focused on human capital that improve the performance of a company. This study reports on the external top-down leadership development program supported by a consulting company and the internal participatory action research of the bottom-up program. The sickness rate and the lost time incident failure rate decreased and the ideas produced for cost savings improved, leading to increased earnings during the top-down program. The estimated cost savings potential of the bottom-up program was 3.8 million euro based on the cost savings of meeting habits, maintenance practices and the way of working in production. The results of this study are useful for those who plan and evaluate leadership development and human capital productivity consultation programs to improve the performance of a company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=development" title=" development"> development</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=company" title=" company"> company</a>, <a href="https://publications.waset.org/abstracts/search?q=indicators" title=" indicators"> indicators</a>, <a href="https://publications.waset.org/abstracts/search?q=evaluation" title=" evaluation"> evaluation</a> </p> <a href="https://publications.waset.org/abstracts/67020/evaluation-of-top-down-and-bottom-up-leadership-development-programs-in-a-finnish-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/67020.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">326</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14061</span> Accountability Mechanisms of Leaders and Its Impact on Performance and Value Creation: Comparative Analysis (France, Germany, United Kingdom)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bahram%20Soltani">Bahram Soltani</a>, <a href="https://publications.waset.org/abstracts/search?q=Louai%20Ghazieh"> Louai Ghazieh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The responsibility has a big importance further to the financial crisis and the various pressures, which companies face their duties. The main objective of this study is to explain the variation of mechanisms of the responsibility of the manager in the company among the advanced capitalist economies. Then we study the impact of these mechanisms on the performance and the value creation in European companies. To reach our goal, we established a final sample composed on average of 284 French, British and German companies quoted in stock exchanges with 2272 annual reports examined during the period from 2005 to 2012. We examined at first the link of causalities between the determining-mechanisms bound to the company such as the characteristics of the board of directors, the composition of the shareholding and the ethics of the company on one side and the profitability of the company on the other side. The results show that the smooth running of the board of directors and its specialist committees are very important determinants of the responsibility of the managers who impact positively the performance and the value creation in the company. Furthermore, our results confirm that the presence of a solid ethical environment within the company will be effective to increase the probability that the managers realize ethical choices in the organizational decision-making. At the second time, we studied the impact of the determining mechanisms bound to the function and to the profile of manager to know its relational links, his remuneration, his training, his age and his experiences about the performance and the value creation in the company. Our results highlight the existence of a negative relation between the relational links of the manager, his very high remuneration and the general profitability of the company. This study is a contribution to the literature on the determining mechanisms of company director's responsibility (Accountability). It establishes an empirical and comparative analysis between three influential countries of Europe, to know France, the United Kingdom and Germany. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leaders" title="leaders">leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=company%E2%80%99s%20performance" title=" company’s performance"> company’s performance</a>, <a href="https://publications.waset.org/abstracts/search?q=accountability%20mechanisms" title=" accountability mechanisms"> accountability mechanisms</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance" title=" corporate governance"> corporate governance</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20creation%20of%20firm" title=" value creation of firm"> value creation of firm</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20crisis" title=" financial crisis"> financial crisis</a> </p> <a href="https://publications.waset.org/abstracts/11179/accountability-mechanisms-of-leaders-and-its-impact-on-performance-and-value-creation-comparative-analysis-france-germany-united-kingdom" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11179.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">378</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14060</span> Relation between Organizational Climate and Personnel Performance Assessment in a Tourist Service Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Daniel%20A.%20Montoya">Daniel A. Montoya</a>, <a href="https://publications.waset.org/abstracts/search?q=Marta%20L.%20Tostes"> Marta L. Tostes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This investigation aims at analyzing and determining the relation between two very important variables in the human resource management: The organizational climate and the performance assessment. This study aims at contributing with knowledge in the search of the relation between the mentioned variables because the literature still does not provide solid evidence to this respect and the cases revised are incipient to reach conclusions enabling a typology about this relation.To this regard, a correlational and cross-sectional perspective was adopted in which quantitative and qualitative techniques were chosen with the total of the workers of the tourist service company PTS Peru. In order to measure the organizational climate, the OCQ (Organization Climate Questionnaire) from was used; it has 50 items and measures 9 dimensions of the Organizational Climate. Also, to assess performance, a questionnaire with 21 items and 6 dimensions was designed. As a means of assessment, a focus group was prepared and was applied to a worker in every area of the company. Additionally, interviews to human resources experts were conducted. The results of the investigation show a clear relation between the organizational climate and the personnel performance assessment as well as a relation between the nine dimensions of the organizational climate and the work performance in general and with some of its dimensions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=job%20performance" title="job performance">job performance</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20climate" title=" organization climate"> organization climate</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20assessment" title=" performance assessment"> performance assessment</a> </p> <a href="https://publications.waset.org/abstracts/64122/relation-between-organizational-climate-and-personnel-performance-assessment-in-a-tourist-service-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64122.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">383</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14059</span> The Effect of Sustainability Reporting on Company Profitability Using Literature Review Method (Asian Sphere)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kesya%20Terinda%20Natalie">Kesya Terinda Natalie</a>, <a href="https://publications.waset.org/abstracts/search?q=Marcellina%20Natasha"> Marcellina Natasha</a>, <a href="https://publications.waset.org/abstracts/search?q=Rosinta%20Ria%20Panggabean"> Rosinta Ria Panggabean</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: Over the last few years, the company has been implementing sustainability practices to ensure business continuity. However, there are pros and cons regarding the impact of financial reports if companies provide non-financial reports. So this paper aims to prove what the effect of Sustainability Reporting (SR) has on company profitability, as well as things that can be considered as the decision-making of SR disclosure. Methodology: This paper uses the literature review method to describe the results of published articles concerning Sustainability Reporting and Profitability. This study links and analyzes the essence of 50 previous studies related to SR on company profitability, most of which were conducted in Asia. Therefore this research is limited to only 23 studies in Asia. Findings: Sustainability Reporting does not have a significant impact on company profitability because the SR quality of each company varies based on Agency & Legitimacy Theory considerations. Stakeholders are required to focus not only on profitability but also on the long-term of the company. Thus, it is found that SR is used by companies as a sustainable investment, which can improve overall company performance by reducing capital costs and generating positive company value in increasing reputation capital. Value: This paper focuses on how sustainability reporting affects company profitability, as well as things that can be considered as the decision-making of SR disclosure. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainability%20reporting" title="sustainability reporting">sustainability reporting</a>, <a href="https://publications.waset.org/abstracts/search?q=profitability" title=" profitability"> profitability</a>, <a href="https://publications.waset.org/abstracts/search?q=agency%20theory" title=" agency theory"> agency theory</a>, <a href="https://publications.waset.org/abstracts/search?q=legitimacy%20theory" title=" legitimacy theory"> legitimacy theory</a> </p> <a href="https://publications.waset.org/abstracts/162053/the-effect-of-sustainability-reporting-on-company-profitability-using-literature-review-method-asian-sphere" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162053.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">89</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14058</span> Linking Market Performance to Exploration and Exploitation in The Pharmaceutical Industry </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Johann%20Valentowitsch">Johann Valentowitsch</a>, <a href="https://publications.waset.org/abstracts/search?q=Wolfgang%20Burr"> Wolfgang Burr</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In organizational research, strategies of exploration and exploitation are often considered to be contradictory. Building on the tradeoff argument, many authors have assumed that a company's market performance should be positively dependent on its strategic balance between exploration and exploitation over time. In this study, we apply this reasoning to the pharmaceutical industry. Using exploratory regression analysis we show that the long-term market performance of a pharmaceutical company is linked to both its ability to carry out exploratory projects and its ability to develop exploitative competencies. In particular, our findings demonstrate that, on average, the company's annual sales performance is higher the better the strategic alignment between exploration and exploitation is balanced. The contribution of our research is twofold. On the one hand, we provide empirical evidence for the initial tradeoff hypothesis and thus support the theoretical position of those who understand exploration and exploitation as strategic substitutes. On the other hand, our findings show that a balanced relationship between exploration and exploitation is also important in research-intensive industries, which naturally tend to place more emphasis on exploration. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=exploitation" title="exploitation">exploitation</a>, <a href="https://publications.waset.org/abstracts/search?q=exploration" title=" exploration"> exploration</a>, <a href="https://publications.waset.org/abstracts/search?q=market%20performance" title=" market performance"> market performance</a>, <a href="https://publications.waset.org/abstracts/search?q=pharmaceutical%20industry" title=" pharmaceutical industry"> pharmaceutical industry</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy "> strategy </a> </p> <a href="https://publications.waset.org/abstracts/128901/linking-market-performance-to-exploration-and-exploitation-in-the-pharmaceutical-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/128901.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">218</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14057</span> Evolution of Performance Measurement Methods in Conditions of Uncertainty: The Implementation of Fuzzy Sets in Performance Measurement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=E.%20A.%20Tkachenko">E. A. Tkachenko</a>, <a href="https://publications.waset.org/abstracts/search?q=E.%20M.%20Rogova"> E. M. Rogova</a>, <a href="https://publications.waset.org/abstracts/search?q=V.%20V.%20Klimov"> V. V. Klimov</a> </p> <p class="card-text"><strong>Abstract:</strong></p> One of the basic issues of development management is connected with performance measurement as a prerequisite for identifying the achievement of development objectives. The aim of our research is to develop an improved model of assessing a company’s development results. The model should take into account the cyclical nature of development and the high degree of uncertainty in dealing with numerous management tasks. Our hypotheses may be formulated as follows: Hypothesis 1. The cycle of a company’s development may be studied from the standpoint of a project cycle. To do that, methods and tools of project analysis are to be used. Hypothesis 2. The problem of the uncertainty when justifying managerial decisions within the framework of a company’s development cycle can be solved through the use of the mathematical apparatus of fuzzy logic. The reasoned justification of the validity of the hypotheses made is given in the suggested article. The fuzzy logic toolkit applies to the case of technology shift within an enterprise. It is proven that some restrictions in performance measurement that are incurred to conventional methods could be eliminated by implementation of the fuzzy logic apparatus in performance measurement models. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=logic" title="logic">logic</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20sets" title=" fuzzy sets"> fuzzy sets</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20measurement" title=" performance measurement"> performance measurement</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20analysis" title=" project analysis"> project analysis</a> </p> <a href="https://publications.waset.org/abstracts/40744/evolution-of-performance-measurement-methods-in-conditions-of-uncertainty-the-implementation-of-fuzzy-sets-in-performance-measurement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40744.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">381</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14056</span> Analysis of Advancements in Process Modeling and Reengineering at Fars Regional Electric Company, Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Arabi">Mohammad Arabi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business Process Reengineering (BPR) is a systematic approach to fundamentally redesign organizational processes to achieve significant improvements in organizational performance. At Fars Regional Electric Company, implementing BPR is deemed essential to increase productivity, reduce costs, and improve service quality. This article examines how BPR can help enhance the performance of Fars Regional Electric Company. The objective of this research is to evaluate and analyze the advancements in process modeling and reengineering at Fars Regional Electric Company and to provide solutions for improving the productivity and efficiency of organizational processes. This study aims to demonstrate how BPR can be used to improve organizational processes and enhance the overall performance of the company. This research employs both qualitative and quantitative research methods and includes interviews with senior managers and experts at Fars Regional Electric Company. The analytical tools include process modeling software such as Bizagi and ARIS, and statistical analysis software such as SPSS and Minitab. Data analysis was conducted using advanced statistical methods. The results indicate that the use of BPR techniques can lead to a significant reduction in process execution time and overall improvement in quality. Implementing BPR at Fars Regional Electric Company has led to increased productivity, reduced costs, and improved overall performance of the company. This study shows that with proper implementation of BPR and the use of modeling tools, the company can achieve significant improvements in its processes. Recommendations: (1) Continuous Training for Staff: Invest in continuous training of staff to enhance their skills and knowledge in BPR. (2) Use of Advanced Technologies: Utilize modeling and analysis software to improve processes. (3) Implementation of Effective Management Systems: Employ knowledge and information management systems to enhance organizational performance. (4) Continuous Monitoring and Review of Processes: Regularly review and revise processes to ensure ongoing improvements. This article highlights the importance of improving organizational processes at Fars Regional Electric Company and recommends that managers and decision-makers at the company seriously consider reengineering processes and utilizing modeling technologies to achieve developmental goals and continuous improvement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20reengineering" title="business process reengineering">business process reengineering</a>, <a href="https://publications.waset.org/abstracts/search?q=electric%20company" title=" electric company"> electric company</a>, <a href="https://publications.waset.org/abstracts/search?q=Fars%20province" title=" Fars province"> Fars province</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20modeling%20advancements" title=" process modeling advancements"> process modeling advancements</a> </p> <a href="https://publications.waset.org/abstracts/187262/analysis-of-advancements-in-process-modeling-and-reengineering-at-fars-regional-electric-company-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/187262.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">49</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14055</span> An Empirical Study of Performance Management System: Implementation of Performance Management Cycle to Achieve High-Performance Culture at Pertamina Company, Indonesia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Arif%20Budiman">Arif Budiman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Any organization or company that wishes to achieve vision, mission, and goals of the organization is required to implement a performance management system or known as the Performance Management System (PMS) in every part of the whole organization. PMS is a tool to help visualize the direction and work program of the organization to achieve the goal. The challenge is PMS should not stop merely as a visualization tool to achieve the vision and mission of the organization, but PMS should also be able to create a high-performance culture that is inherent in each individual of the organization. Establishment of a culture within an organization requires the support of top leaders and also requires a system or governance that encourages every individual in the organization to be involved in any work program of the organization. Keywords of creating a high-performance culture are the formation of communication pattern involving the whole individual, either vertically or horizontally, and performed consistently and persistently by all individuals in each line of the organization. PT Pertamina (Persero) as the state-owned national energy company holds a system to internalize the culture of high performance through a system called Performance Management System Cycle (PMS Cycle). This system has 7 stages of the cycle, those are: (1) defining vision, mission and strategic plan of the company, (2) defining key performance indicator of each line and the individual (‘expectation setting conversation’), (3) defining performance target and performance agreement, (4) monitoring performance on a monthly regular basis (‘pulse check’), (5) implementing performance dialogue between leaders and staffs periodically every 3 months (‘performance dialogue’), (6) defining rewards and consequences based on the achievement of the performance of each line and the individual, and (7) calculating the final performance value achieved by each line and individual from one period of the current year. Perform PMS is a continual communication running throughout the year, that is why any three performance discussion that should be performed, include expectation setting conversations, pulse check and performance dialogue. In addition, another significant point and necessary undertaken to complete the assessment of individual performance assessment is soft competencies through 360-degree assessment by leaders, staffs, and peers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=360-degree%20assessment" title="360-degree assessment">360-degree assessment</a>, <a href="https://publications.waset.org/abstracts/search?q=expectation%20setting%20conversation" title=" expectation setting conversation"> expectation setting conversation</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20management%20system%20cycle" title=" performance management system cycle"> performance management system cycle</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20dialogue" title=" performance dialogue"> performance dialogue</a>, <a href="https://publications.waset.org/abstracts/search?q=pulse%20check" title=" pulse check"> pulse check</a> </p> <a href="https://publications.waset.org/abstracts/66870/an-empirical-study-of-performance-management-system-implementation-of-performance-management-cycle-to-achieve-high-performance-culture-at-pertamina-company-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/66870.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">440</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14054</span> A Case Study on the Value of Corporate Social Responsibility Systems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jos%C3%A9%20M.%20Brotons">José M. Brotons</a>, <a href="https://publications.waset.org/abstracts/search?q=Manuel%20E.%20Sansalvador"> Manuel E. Sansalvador</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The relationship between Corporate Social Responsibility (CSR) and financial performance (FP) is a subject of great interest that has not yet been resolved. In this work, we have developed a new and original tool to measure this relation. The tool quantifies the value contributed to companies that are committed to CSR. The theoretical model used is the fuzzy discounted cash flow method. Two assumptions have been considered, the first, the company has implemented the IQNet SR10 certification, and the second, the company has not implemented that certification. For the first one, the growth rate used for the time horizon is the rate maintained by the company after obtaining the IQNet SR10 certificate. For the second one, both, the growth rates company prior to the implementation of the certification, and the evolution of the sector will be taken into account. By using triangular fuzzy numbers, it is possible to deal adequately with each company’s forecasts as well as the information corresponding to the sector. Once the annual growth rate of the sales is obtained, the profit and loss accounts are generated from the annual estimate sales. For the remaining elements of this account, their regression with the nets sales has been considered. The difference between these two valuations, made in a fuzzy environment, allows obtaining the value of the IQNet SR10 certification. Although this study presents an innovative methodology to quantify the relation between CSR and FP, the authors are aware that only one company has been analyzed. This is precisely the main limitation of this study which in turn opens up an interesting line for future research: to broaden the sample of companies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title="corporate social responsibility">corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=case%20study" title=" case study"> case study</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20performance" title=" financial performance"> financial performance</a>, <a href="https://publications.waset.org/abstracts/search?q=company%20valuation" title=" company valuation"> company valuation</a> </p> <a href="https://publications.waset.org/abstracts/85041/a-case-study-on-the-value-of-corporate-social-responsibility-systems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85041.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">187</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14053</span> Investigating the Effective Factors on Product Performance and Prioritizing Them: Case Study of Pars-Khazar Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ebrahim%20Sabermaash%20Eshghi">Ebrahim Sabermaash Eshghi</a>, <a href="https://publications.waset.org/abstracts/search?q=Donna%20Sandsmark"> Donna Sandsmark</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, successful companies try to create a reliable and unique competitive position in the market. It is important to consider that only choosing and codifying a competitive strategy appropriate with the market conditions does not have any influence on the final performance of the company by itself, but it is the connection and interaction between upstream level strategies and functional level strategies which leads to development of company performance in its operating environment. Given the importance of the subject, this study tries to investigate effective factors on product performance and prioritize them. This study was done with quantitative-qualitative approach (interview and questionnaire). In sum, 103 informed managers and experts of Pars-Khazar Company were investigated in a census. Validity of measure tools was approved through experts’ judgments. Reliability of the tools was also gained through Cronbach's Alpha Coefficient as 0.930 and in sum, validity and reliability of the tools was approved generally. Analysis of collected data was done through Spearman Correlation Test and Friedman Test using SPSS software. The results showed that management of distribution and demand process (0.675), management of Product Pre-test (0.636) and Manufacturing and inventory management(0.628) had the highest correlation with product performance. Prioritization of factors of structure of launching new products based on the average showed that management of volume of launched products and Manufacturing and inventory management had the most importance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=product%20performance" title="product performance">product performance</a>, <a href="https://publications.waset.org/abstracts/search?q=home%20appliances" title=" home appliances"> home appliances</a>, <a href="https://publications.waset.org/abstracts/search?q=market" title=" market"> market</a>, <a href="https://publications.waset.org/abstracts/search?q=case%20study" title=" case study"> case study</a> </p> <a href="https://publications.waset.org/abstracts/42821/investigating-the-effective-factors-on-product-performance-and-prioritizing-them-case-study-of-pars-khazar-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/42821.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">224</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14052</span> Integrated Performance Management System a Conceptual Design for PT. XYZ</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Henrie%20Yunianto">Henrie Yunianto</a>, <a href="https://publications.waset.org/abstracts/search?q=Dermawan%20Wibisono"> Dermawan Wibisono</a> </p> <p class="card-text"><strong>Abstract:</strong></p> PT. XYZ is a family business (private company) in Indonesia that provide an educational program and consultation services. Since its establishment in 2011, the company has run without any strategic management system implemented. Though the company could survive until now. The management of PT. XYZ sees the business opportunity for such product is huge, even though the targeted market is very specific (niche), the volume is large (due to large population of Indonesia) and numbers of competitors are low (now). It can be said if the product life cycle is in between ‘Introduction stage’ and ‘growth’ stage. It is observed that nowadays the new entrants (competitors) are increasing, thus PT. XYZ consider reacting in facing the intense business rivalry by conducting the business in an appropriate manner. A Performance Management System is important to be implemented in accordance with the business sustainability and growth. The framework of Performance Management System chosen is Integrated Performance Management System (IPMS). IPMS framework has the advantages of its simplicity, linkage between its business variables and indicators where the company can see the connections between all factors measured. IPMS framework consists of perspectives: (1) Business Result, (2) Internal Processes, (3) Resource Availability. Variables and indicators were examined through deep analysis of the business external and internal environments, Strength-Weakness-Opportunity-Threat (SWOT) analysis, Porter’s five forces analysis. Analytical Hierarchy Process (AHP) analysis was then used to quantify the weight of each variable/indicators. AHP is needed since in this study, PT. XYZ, the data of existing performance indicator was not available. Later, where the IPMS is implemented, the real data measured can be examined to determine the weight factor of each indicators using correlation analysis (or other methods). In this study of IPMS design for PT. XYZ, the analysis shows that with current company goals, along with the AHP methodology, the critical indicators for each perspective are: (1) Business results: Customer satisfaction and Employee satisfaction, (2) Internal process: Marketing performance, Supplier quality, Production quality, Continues improvement; (3) Resources Availability: Leadership and company culture & value, Personal Competences, Productivity. Company and/or organization require performance management system to help them in achieving their vision and mission. Company strategy will be effectively defined and addressed by using performance management system. Integrated Performance Management System (IPMS) framework and AHP analysis help us in quantifying the factors which influence the business output expected. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=analytical%20hierarchy%20process" title="analytical hierarchy process">analytical hierarchy process</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20strategy" title=" business strategy"> business strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=differentiation%20strategy" title=" differentiation strategy"> differentiation strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=integrated%20performance%20management%20system" title=" integrated performance management system"> integrated performance management system</a> </p> <a href="https://publications.waset.org/abstracts/64625/integrated-performance-management-system-a-conceptual-design-for-pt-xyz" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64625.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">308</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14051</span> Effect of Inventory Management on Financial Performance: Evidence from Nigerian Conglomerate Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adamu%20Danlami%20Ahmed">Adamu Danlami Ahmed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Inventory management is the determinant of effective and efficient work for any manager. This study looked at the relationship between inventory management and financial performance. The population of the study comprises all conglomerate quoted companies in the Nigerian Stock Exchange market as at 31<sup>st</sup> December 2010. The scope of the study covered the period from 2010 to 2014. Descriptive, Pearson correlation and multiple regressions are used to analyze the data. It was found that inventory management is significantly related to the profitability of the company. This entails that an efficient management of the inventory cycle will enhance the profitability of the company. Also, lack of proper management of it will hinder the financial performance of organizations. Based on the results, it was recommended that a conglomerate company should try to see that inventories are kept to a minimum, as well as make sure the proper checks are maintained to make sure only needed inventories are in the store. As well as to keep track of the movement of goods, in order to avoid unnecessary delay of finished and work in progress (WIP) goods in the store and warehouse. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=finished%20goods" title="finished goods">finished goods</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20in%20progress" title=" work in progress"> work in progress</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20performance" title=" financial performance"> financial performance</a>, <a href="https://publications.waset.org/abstracts/search?q=inventory" title=" inventory"> inventory</a> </p> <a href="https://publications.waset.org/abstracts/54433/effect-of-inventory-management-on-financial-performance-evidence-from-nigerian-conglomerate-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54433.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">233</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14050</span> Quality Management System Audit and Its Impact on Company's Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Redha%20Elhuni">Redha Elhuni</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to find out the impact of Quality Management System (QMS) ISO/IEC 17025:2005 certification audit on company’s Performance. Libyan petroleum Institute has been certified ISO/IEC 17025:2005 for 8 years. Therefore, it is necessary to study and analyze the impact of that certification on its performance. Survey study has been done by distributing a questionnaire by handing it personally to qualified staff in the 15 accredited laboratories in the institute. The response rate was 66.6%. The statistical operations with the results of analytical study have been done to achieve the goal and objectives of the research. Finally, ISO/IEC 17025:2005 certification audit is found to have a positive effect on the institute’s performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=auditing%20process" title="auditing process">auditing process</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%2FIEC%2017025%3A2005" title=" ISO/IEC 17025:2005"> ISO/IEC 17025:2005</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management%20system" title=" quality management system"> quality management system</a>, <a href="https://publications.waset.org/abstracts/search?q=Libyan%20petroleum%20institute" title=" Libyan petroleum institute"> Libyan petroleum institute</a> </p> <a href="https://publications.waset.org/abstracts/38731/quality-management-system-audit-and-its-impact-on-companys-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38731.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">354</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14049</span> The Determinants of the Operational Performance in Airline Industry: A Case of a Turkish Airline Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mustafa%20K.%20Yilmaz">Mustafa K. Yilmaz</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmet%20Kaplan"> Ahmet Kaplan</a>, <a href="https://publications.waset.org/abstracts/search?q=Murat%20Guven"> Murat Guven</a>, <a href="https://publications.waset.org/abstracts/search?q=Vildan%20Kesici"> Vildan Kesici</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Aviation industry influences the social and economic growth across the countries. Further, airline companies are highly affected by social, political, and financial crises and show a high degree of cyclicity in operational performance. Hence, this paper investigates the effects of available seat kilometers (ASK), revenue per kilometer (RPK), passenger load factor (PLF) as well as socio-political crisis on the number of passengers carried (PC) by Turkish Airlines company over the period of 2010M1-2018M12. To conduct the analysis, we employ fully modified ordinary least squares (FMOLS), dynamic ordinary least squares (DOLS), and canonical cointegration regression (CCR) techniques using monthly data. We use ASK, RPK, PLF as independent variables to identify the determinants of the PC, as a dependent variable. We also test the effect of the socio-political crisis. The results reveal that there is a significant and negative relationship between ASK and PC, while the relationship between RPK and PC is positive and significant. We also find that there is an insignificant relationship between PLF and PC. Further, we also find a negative effect of the crisis on the PC. These findings show although the crisis had an immediate effect on the operational performance of Turkish Airlines, the company recovered from the crisis and cope with the situation very promptly. Thus, this proves the resilience and agile management ability of the company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=airline%20industry" title="airline industry">airline industry</a>, <a href="https://publications.waset.org/abstracts/search?q=operational%20performance" title=" operational performance"> operational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=air%20traffic" title=" air traffic"> air traffic</a>, <a href="https://publications.waset.org/abstracts/search?q=socio-political%20crisis" title=" socio-political crisis"> socio-political crisis</a> </p> <a href="https://publications.waset.org/abstracts/117829/the-determinants-of-the-operational-performance-in-airline-industry-a-case-of-a-turkish-airline-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/117829.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">177</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14048</span> A Case Study of Conceptual Framework for Process Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ljubica%20Milanovi%C4%87%20Glavan">Ljubica Milanović Glavan</a>, <a href="https://publications.waset.org/abstracts/search?q=Vesna%20Bosilj%20Vuk%C5%A1i%C4%87"> Vesna Bosilj Vukšić</a>, <a href="https://publications.waset.org/abstracts/search?q=Dalia%20Su%C5%A1a"> Dalia Suša</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In order to gain a competitive advantage, many companies are focusing on reorganization of their business processes and implementing process-based management. In this context, assessing process performance is essential because it enables individuals and groups to assess where they stand in comparison to their competitors. In this paper, it is argued that process performance measurement is a necessity for a modern process-oriented company and it should be supported by a holistic process performance measurement system. It seems very unlikely that a universal set of performance indicators can be applied successfully to all business processes. Thus, performance indicators must be process-specific and have to be derived from both the strategic enterprise-wide goals and the process goals. Based on the extensive literature review and interviews conducted in Croatian company a conceptual framework for process performance measurement system was developed. The main objective of such system is to help process managers by providing comprehensive and timely information on the performance of business processes. This information can be used to communicate goals and current performance of a business process directly to the process team, to improve resource allocation and process output regarding quantity and quality, to give early warning signals, to make a diagnosis of the weaknesses of a business process, to decide whether corrective actions are needed and to assess the impact of actions taken. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Croatia" title="Croatia">Croatia</a>, <a href="https://publications.waset.org/abstracts/search?q=key%20performance%20indicators" title=" key performance indicators"> key performance indicators</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20measurement" title=" performance measurement"> performance measurement</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20performance" title=" process performance"> process performance</a> </p> <a href="https://publications.waset.org/abstracts/46579/a-case-study-of-conceptual-framework-for-process-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46579.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">673</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14047</span> Total Quality Management in Companies Manufacturing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Malki%20Nadia%20Fatima%20Zahra">Malki Nadia Fatima Zahra</a>, <a href="https://publications.waset.org/abstracts/search?q=Kellal%20Cheimaa"> Kellal Cheimaa</a>, <a href="https://publications.waset.org/abstracts/search?q=Brahimi%20Houria"> Brahimi Houria</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Aim of the study is to show the role of total Quality Management on firm performance; the research relied on the views of sample managers working in the Marinel pharmaceutical company. The research aims to achieve many objectives, including increasing awareness of the concepts of Total Quality Management on Firm Performance, especially in the manufacturing firm, providing a future vision of the possibility of success, and the actual application of the Principles of Total Quality Management in the manufacturing company. The research adopted a default model was built after a review and analysis of the literature review in the context of one hypothesis main points at the origin of a group of sub-hypotheses. The research presented a set of conclusions, and the most important of these conclusions was there is a relationship between the Principles of TQM and Firm Performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title="total quality management">total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=TQM%20dimension" title=" TQM dimension"> TQM dimension</a>, <a href="https://publications.waset.org/abstracts/search?q=firm%20performance" title=" firm performance"> firm performance</a>, <a href="https://publications.waset.org/abstracts/search?q=strategies" title=" strategies"> strategies</a> </p> <a href="https://publications.waset.org/abstracts/179411/total-quality-management-in-companies-manufacturing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/179411.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">68</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14046</span> Productivity Improvement of Faffa Food Share Company Using a Computerized Maintenance Management System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gadisa%20Alemayehu">Gadisa Alemayehu</a>, <a href="https://publications.waset.org/abstracts/search?q=Muralidhar%20Avvari"> Muralidhar Avvari</a>, <a href="https://publications.waset.org/abstracts/search?q=Atkilt%20Mulu%20G."> Atkilt Mulu G.</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Since 1962 EC, the Faffa Food Share Company has been producing and supplying flour (famix) and value-added flour (baby food) in Ethiopia. It meets nearly all of the country's total flour demand, both for relief and commercial markets. However, it is incompetent in the international market due to a poor maintenance management system. The results of recorded documents and stopwatches revealed that frequent failure machines, as well as a poor maintenance management system, cause increased production downtimes, resulting in a 29.19 percent decrease in production from the planned production. As a result, the current study's goal is to recommend newly developed software for use in and as a Computerized Maintenance Management System (CMMS). As a result, the system increases machine reliability and decreases the frequency of equipment failure, reducing breakdown time and maintenance costs. The company's overall manufacturing performance improved by 4.45 percent, particularly after the implementation of the CMMS. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=CMMS" title="CMMS">CMMS</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20performance" title=" manufacturing performance"> manufacturing performance</a>, <a href="https://publications.waset.org/abstracts/search?q=delivery" title=" delivery"> delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=availability" title=" availability"> availability</a>, <a href="https://publications.waset.org/abstracts/search?q=flexibility" title=" flexibility"> flexibility</a>, <a href="https://publications.waset.org/abstracts/search?q=Faffa%20Food%20Share%20Company" title=" Faffa Food Share Company"> Faffa Food Share Company</a> </p> <a href="https://publications.waset.org/abstracts/151418/productivity-improvement-of-faffa-food-share-company-using-a-computerized-maintenance-management-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151418.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">137</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14045</span> A Critical Analysis of the Concept of Unconscionable Abuse under the South African Company Law</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Siphethile%20Phiri">Siphethile Phiri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Although a company is a legal entity with separate legal personality, the courts are empowered to review and set aside the personality of a company on the ground of ‘an unconscionable abuse’. The process is called piercing of the corporate veil. Of interesting note however, it is controversial as to what the concept of ‘unconscionable abuse’ entails. The purpose of this study is to explore this concept in an attempt to understand its proper meaning and how it bears on the powers of the company director to take decision on behalf of the company as a juristic entity. Given the confounding provision, an attempt is made to identify the circumstances in which the courts may pierce the corporate veil and also to investigate the extent to which the courts can do so. The results of this study show that the term unconscionable abuse is a legislative innovation to justify the court’s interference with the separate legal personality functions of a company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=company%20law" title="company law">company law</a>, <a href="https://publications.waset.org/abstracts/search?q=unconscionable%20abuse" title=" unconscionable abuse"> unconscionable abuse</a>, <a href="https://publications.waset.org/abstracts/search?q=director" title=" director"> director</a>, <a href="https://publications.waset.org/abstracts/search?q=companies%20act" title=" companies act"> companies act</a> </p> <a href="https://publications.waset.org/abstracts/61198/a-critical-analysis-of-the-concept-of-unconscionable-abuse-under-the-south-african-company-law" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/61198.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">297</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14044</span> Improving the Quality of Staff Performance with a Talent-Driven Approach: Case Study of SAIPA Automotive Manufacturing Company in Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdolmajid%20Mosleh">Abdolmajid Mosleh</a>, <a href="https://publications.waset.org/abstracts/search?q=Afzal%20Ghasimi"> Afzal Ghasimi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research is to investigate and identify effective factors that can improve the quality of personal performance in industrial companies. In the present study, it was assumed that the hidden variables of talent management could be explained by an important part of the variance in improving the quality of employee performance. This research is targeted in terms of applied research. The statistical population of the research is SAIPA automobile company with a number (N=10291); the sample of 380 people was selected based on the Cochran formula in a random sampling method among employed people. The measurement tool in this research was a questionnaire of 33 items with a control questionnaire that included two talent management departments (talent identification and talent exploitation) and improvements in staff performance (enhancement of technical and specialized capabilities, managerial capability, organizational interaction, and communication). The reliability of the internal consistency method was confirmed by the Cronbach's alpha coefficient and the two half-ways. In order to determine the validity of the questionnaire structure, confirmatory factor analysis was used. Based on the results of the data analysis, the effect of talent management on improving the quality of staff performance was confirmed. Based on the results of inferential statistics and structural equations of the proposed model, it had high fitness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title="employee performance">employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20improvement" title=" performance improvement"> performance improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=SAIPA%20automobile%20manufacturing%20company" title=" SAIPA automobile manufacturing company"> SAIPA automobile manufacturing company</a> </p> <a href="https://publications.waset.org/abstracts/156831/improving-the-quality-of-staff-performance-with-a-talent-driven-approach-case-study-of-saipa-automotive-manufacturing-company-in-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/156831.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">90</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14043</span> Readiness of Intellectual Capital Measurement: A Review of the Property Development and Investment Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Edward%20C.%20W.%20Chan">Edward C. W. Chan</a>, <a href="https://publications.waset.org/abstracts/search?q=Benny%20C.%20F.%20Cheung"> Benny C. F. Cheung</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the knowledge economy, the financial indicator is not the unique instrument to gauge the performance of a company. The role of intellectual capital contributing to the company performance is increasing. To measure the company performance due to intellectual capital, the value-added intellectual capital (VAIC) model is adopted to measure the intellectual capital utilisation efficiency of the subject companies. The purpose of this study is to review the readiness of measuring intellectual capital for the Hong Kong listed companies in the property development and property investment industry by using VAIC model. This study covers the financial reports from the representative Hong Kong listed property development companies and property investment companies in the period 2014-2019. The findings from this study indicated the industry is ready for IC measurement employing VAIC framework but not yet ready for using the extended VAIC model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intellectual%20capital" title="intellectual capital">intellectual capital</a>, <a href="https://publications.waset.org/abstracts/search?q=intellectual%20capital%20measurement" title=" intellectual capital measurement"> intellectual capital measurement</a>, <a href="https://publications.waset.org/abstracts/search?q=property%20development" title=" property development"> property development</a>, <a href="https://publications.waset.org/abstracts/search?q=property%20investment" title=" property investment"> property investment</a>, <a href="https://publications.waset.org/abstracts/search?q=Skandia%20navigator" title=" Skandia navigator"> Skandia navigator</a>, <a href="https://publications.waset.org/abstracts/search?q=VAIC" title=" VAIC"> VAIC</a> </p> <a href="https://publications.waset.org/abstracts/143513/readiness-of-intellectual-capital-measurement-a-review-of-the-property-development-and-investment-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/143513.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">115</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">14042</span> Total Quality Management in Algerian Manufacturing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nadia%20Fatima%20Zahra%20Malki">Nadia Fatima Zahra Malki</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of the study is to show the role of total Quality Management on firm performance, research relied on the views of a sample managers working in the Marinel pharmaceutical company. The research aims to achieve many objectives, including increasing awareness of the concepts of Total Quality Management on Firm Performance, especially in the manufacturing firm, providing a future vision of the possibility of success, and the actual application of the Principles of Total Quality Management in the manufacturing company. The research adopted a default model was built after a review and analysis of the literature review in the context of one hypothesis's main points at the origin of a group of sub-hypotheses. The research presented a set of conclusions, and the most important of these conclusions was that there is a relationship between the Principles of TQM and Firm Performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title="total quality management">total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20advantage" title=" competitive advantage"> competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=companies" title=" companies"> companies</a>, <a href="https://publications.waset.org/abstracts/search?q=objectives" title=" objectives"> objectives</a> </p> <a href="https://publications.waset.org/abstracts/185371/total-quality-management-in-algerian-manufacturing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/185371.pdf" target="_blank" class="btn btn-primary 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