Over the past few decades, Quality Management System (QMS) and High Performance Work System (HPWS) have emerged as key concepts to enhance organizational effectiveness. All over the globe, majority of contemporary manufacturing and services organizations have applied at least one of these development strategies or even both. This study proposes an integrated framework of QMS and HPWS and empirically investigates the relationship between QMS and HPWS practices and their direct and indirect effects on organizational effectiveness using structural equation modelling (SEM). This research makes a number of significant contributions: (1) The black box of the conjoint implementation is opened up for better appreciation of the interplay of QMS and HPWS practices and their influence on organizational effectiveness (2) The key QMS practices recognized as contributing factor of performance have been classified and examined at two distinct levels i.e. QMS Top Level practices and QMS Core practices (3) The mediating and interaction effects of QMS Core practices and HPWS practices on the relationship of QMS-Top Level practices and organizational effectiveness have been thoroughly investigated. The proposed framework is tested through cross-sectional data from 90 Technical Services Organizations (TSO) operating in Pakistan. The research hypotheses are supported by the test results of the SEM. The findings and implications are discussed along with limitations and future research guidelines.

Employee continuance commitment and job satisfaction are inevitably linked to each other, and it is a well-known fact that employee job satisfaction is affected by organizational cynicism. The present study aimed to assess the effect of continuance commitment and organizational cynicism on employee job satisfaction. We focused on determination of commitment impacts on satisfaction of employees. The data was collected through structured questionnaires. The correlation was performed. Besides it, analysis was done with control charts and 3-D scatter diagram. The results showed that organizational cynicism has negative association with employee job satisfaction and there is a significant relationship exists among employee job satisfaction and continuance commitment. Moreover, there is no significant relationship exists among continuance commitment and organizational cynicism. The intricate link between continuance commitment, organizational cynicism and employee job satisfaction manifested in our study emphasizes the need of simultaneous investigation of these parameters.

BACKGROUND AND OBJECTIVESThe health system in Pakistan is spraining because of increasing cost and demand gravities. The shortage of skilled health care workers is one of the main factors of health issues. There is a need to move away from the dependency of tools such as pen, paper, and human memory to a milieu where patients and health care providers can reliably access and share health information in real time across geographic and health sector boundaries.DESIGN AND SETTINGSThe purpose of this research is to observe the effect of e-health on the physician–patient relationship and to analyze the capacity of health professionals by noting information and communication technologies usage as indicators.METHODSStructured questionnaire was used to gather data from physicians to judge the success and effect of existing e-health policy. Both categorical and Likert scale variables were used. The analysis of data was performed using chi-square test and binary logistic regression.RESULTSSpecialist doctors comprised the major proportion of health care professionals in both male and female categories with good knowledge about Internet usage. E-health–based communication does not seem to be gender specific. Logistic regression revealed that busy doctors whose patients are more than 100 per week believe that e-health would significantly strengthen their communication with patients (OR=3.06; 95% CI=1.05–8.87). Among other significant impacts of e-health include reduced consultation period and time of diagnosis.CONCLUSIONE-health technology can play a crucial role in controlling many epidemic diseases through effective surveillance. E-health implementation will result in improving the efficiency, better access of general public to the health care system, and eradication of diseases in Pakistan.

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PurposeThe purpose of this paper is to present results of a study that operationalizes the construct of disruptive innovation activities (DIA) at managerial level and to examine its validity.Design/methodology/approachA sequential mixed method approach is adopted in this study where a Likert-type scale to measure DIA is developed basing on the interviews of thirteen managers and conceptualization of disruptive innovation at manager level. Later, the scale validity and reliability are examined through quantitative data from 390 managers. The data are analyzed using IBM SPSS 23 and AMOS 21.FindingsThe findings of the study indicate that managers' DIA are spread across four phases of the disruptive innovation process, i.e. initiation, introduction, evolution and convergence. Furthermore, the reliability measures, exploratory factor analyses, confirmatory factor analysis and subsequent convergent and discriminant validity tests support the DIA scale. Nomological validity of DIA is also presented which demonstrates its predictive validity.Research limitations/implicationsLimitations include research methods used in this study, such as cross-sectional design and nonprobabilistic sampling technique. Implications for future research are also provided.Originality/valueDespite highlighting the importance of managers regarding disruptive innovation outcomes, prior research lacked to provide empirical foundations to understand the phenomenon from managerial perspective. This study fills this gap in the literature by providing a measure of DIA at manager level and distinguishing it from similar constructs. The construct validity of DIA can help measure an organization's disruptive potential in terms of its key human resource. Moreover, the DIA scale can be used to substantiate the alignment of the managerial activities with the innovation roles in organizational settings and to develop more relevant incentive plans.