Wing M. Fok

Exploring the relationship between total quality management and information systems development

This study examines a series of relationships between total quality management (TQM) and information systems (IS) development. Specifically, we consider whether organizations which have more fully adopted TQM will be different in their approaches to IS development. Our findings suggest that where TQM is adopted more fully, there will be a significant impact on four areas of IS development: system goals; system design philosophy/concepts; assumptions made by IS professionals about system users and user involvement in system development. We also report evidence that both TQM and IT may require similar organizational cultures.

Global Manufacturing Strategies and Practices: A Study of Two Industries

Describes the manufacturing strategy implications of a two‐industry study of manufacturing practices. A research team administered questionnaires to managers in the machine tools and textiles industries in China, Japan, Korea, the USA and Western Europe. Highlights of the results include the superior Japanese delivery speed and the extensive use of information systems in the USA. An overview of the relative industrial strengths of each country provides a setting to discuss manufacturing strategy. Each national industry is then classified according to the Hayes and Wheelwright stages of manufacturing competitiveness.

The impact of QM maturity upon the extent and effectiveness of customer relationship management systems

Investigates the relationships between organizational adoption and extent of use of two kinds of programs. Specifically, contends that organizations may vary considerably in QM maturity. Argues that QM maturity organizations will be characterized by perceptions that the culture is different in ways which are supportive of QM, and that the organization is performing at higher levels. Moreover, such organizations will be more likely to have moved toward adopting customer relationship management systems to improve their customer services, and have done so in qualitatively better ways. In turn, such adoptions will lead to perceptions by those in the organizations that their customer relationship systems are, in fact, providing better services. Exploratory research provides support for these ideas.

Customer relationship management and QM maturity: an examination of impacts in the health‐care and non‐health‐care setting

Investigates the relationships between organizational adoption and extent of use of quality management (QM) programs and customer relationship management systems (CRM) in health‐care and non‐health‐care organizational settings. In referring to QM, recognizes that there has been widespread adoption, across organizations generally, of programs aimed at delivering superior quality to the customer. Focuses on this group of programs when considering QM, and looks at how adoption of QM may impact the CRM programs. Specifically, contends that organizations from the two settings may vary considerably in QM maturity. Begins by considering whether there are differences in the paths which health‐care and non‐health‐care organizations have used in approaching and implementing QM. Finds no differences, however, in this research. Instead, finds that there were systematic changes which appeared to accompany higher‐quality QM implementations in both health‐care and non‐health‐care organizations.

Venture capital for China: opportunities and challenges

Although many recognize China’s vast market potential, the challenges of doing business in an economy that was largely closed to market forces for a half century must be recognized. This paper examines the role of venture capital in China’s economic development. The potential impact of a healthy venture capital market is immense, but this healthy market is far from the reality in China. The major obstacles that must be addressed include the state control of vital institutions and regulation of economic activity, including restrictions on the flow of capital and currency.

A Decision Tree Approach to the Interpretation of Multivariate Statistical Techniques.

Abstract Multivariate statistical techniques have become increasingly popular over the last decade in many fields, especially management. However, management researchers, faculty, and students often do not have sufficient statistical training to appreciate the practical application of multivariate techniques. This article discusses the nature, power, and limitations of four of the most widely used multivariate techniques: factor analysis, MANOVA, multiple regression, and multiple discriminant analysis. Decision trees serve as road maps to guide users through the techniques and assist them in interpreting the results.

Exploring the use of various technologies, perceptions of success and organizational culture in Jamaica

Purpose – The purpose of this paper is to investigate the relationships between organizational culture, the adoption and extent of use of quality management (QM) programs, as well as extent of use of traditional information systems (TIS), e‐commerce (E‐C) and customer relationship management (CRM) systems in Jamaica.Design/methodology/approach – A sample of 93 Jamaican managers are surveyed from a variety of companies including small businesses, as well as Jamaican‐based operations units of US companies.Findings – Our results from this exploratory study offer support for several of the relationships we have suggested. There are strong relationships, across organizations, between QM maturity – in terms of traditional QM only – and all three types of information systems (IS)‐CRM effectiveness, IS: traditional effectiveness and extensiveness, and E‐C extensiveness and effectiveness. In terms of relationships to culture, also notable are the unexpected results found in the negative relationship between the Pe...

The Location of Subregional Offices: An Emerging Issue for HR Managers in Government

As the 21st century approaches, HR managers are increasingly finding it necessary to “think outside the box” to find ways to deliver governmental services to users of those services who may be scattered widely throughout a region or territory. Specifically, the HR function finds itself faced with seemingly contradictory pressures: obtaining personnel to deliver top-quality service in an era of cynicism, when users are often skeptical of the ability of government to “come through” for them, and controlling costs and personnel budgets amid calls for reducing the size of government. In this paper, we propose that much progress toward dealing with these questions can be made, if HR managers begin by asking where the people delivering the services should be located. All too often, this approach has not been taken, and managers have simply assumed that cost savings are best effected by centralization, or that service is best provided in decentralized locations. We suggest that there may be no one best answer and provide methodology for use by HR managers in guiding their analysis. In this paper, three techniques that are understandable and practical for use by nonquantitatively oriented managers are used to analyze the situation confronting a large government agency. The techniques used are the traditional center-of-gravity method, the Ardalans heuristic, and a proposed simulation routine. We compare results when these approaches are applied when the agency considers the establishment of one or more subregional offices. Results from the Ardalan heuristic and the proposed simulation routine are extremely close to each other. When applied to our case situation, we found that one additional office reduces total distance traveled by 25 percent and two additional offices reduce total distance traveled by close to 50 percent, a result with a potential for substantial savings to that agency.

Shopfloor control practices in three Pacific basin countries: a comparative view of small machine tool industry

Abstract The strategic importance of manufacturing decisions to the competitive position of a firm is well known. As the sphere of competition has expanded from regional to national to international, successful manufacturing decisions have become ever more complex. The success of manufacturing strategics ultimately rests on proper tactical implementation at the shopfloor level. In order to explore various operating policies and procedures at a basic level, and to contrast them with some commonly held beliefs, this paper examines and compares the shopfloor practices of companies in the small machines too! industry in selected countries in the Pacific rim, namely; Japan, China and South Korea. While many popular views on manufacturing practices in these countries are supported by the study, the results challenge other commonly held views.

An effective approach to enhance production and operations management education in colleges of business

This paper presents experience and guidelines drawn from a major research project to enhance Production and Operations Management (POM) education in a college of business. This research clearly showed that the inclusion of a manufacturing information system in POM courses substantially improved the teaching of integrated manufacturing planning and control, as well as managerial problem-solving processes. However, before these benefits could be attained, efforts were focused on how to re-design the course content, how to develop educational materials, and how to utilize the manufacturing information system to enhance POM education effectively in a university environment.